RIBA Plan of Work Guidance

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Guide to Using the

RIBA Plan of
Work 2013
www.ribaplanofwork.com
RIBA Enterprises Ltd, 2013

Published by RIBA Publishing, 15 Bonhill Street, London EC2P 2EA
ISBN 978 1 85946 504 2
Stock code 80462
The right of Dale Sinclair to be identied as the Author of this Work has been asserted in accordance
with the Copyright, Designs and Patents Act 1988 Sections 77 and 78.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or
otherwise, without prior permission of the copyright owner.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library.
Publisher: Steven Cross
Commissioning Editor: James Thompson
Project Editor: Alasdair Deas
Designed by Darkhorse Design and Advertising Ltd
Printed and bound by W&G Baird Ltd, Antrim
While every effort has been made to check the accuracy and quality of the information given in this
publication, neither the Author nor the Publisher accepts any responsibility for the subsequent use of this
information, for any errors or omissions that it may contain, or for any misunderstandings arising from it.
RIBA Publishing is part of RIBA Enterprises Ltd.
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Foreword
The RIBA Plan of Work is a core RIBA document that has evolved over the years to
reect changes to the working methods of the design team. Since its inception in
1963 it has been embraced not just by architects but by the broader construction
industry, where it is widely understood and used.
However, times are changing and the RIBA Plan of Work has undergone a major
evolutionary change. The RIBA Plan of Work 2013 has been created in response
to a number of emerging themes, including project outcomes, intelligent brieng,
new handover and post-occupancy duties and Building Information Modelling (BIM).
To properly harness and use the RIBA Plan of Work 2013 it is important to understand
in greater detail the many subjects that it embraces and, more importantly, how
these subjects can be addressed by any project team that is adopting the Plan.
This users Guide provides that in-depth analysis.
The Guide provides a single source of information for any party contemplating
the use of the RIBA Plan of Work 2013 and I would encourage all those involved
in the design, construction, operation or use of a building to consider its contents.
Indeed, the success of the RIBA Plan of Work 2013 will be driven by the deeper
understanding of the key topics that this publication provides.
Angela Brady
President, RIBA
Contents
1
Introduction
What is the RIBA Plan of Work?

Why is a major update of the RIBA Plan of Work necessary?
What are the main changes to the RIBA Plan of Work?
How does the RIBA Plan of Work 2013 respond to the issues raised?
How does the RIBA Plan of Work 2013 differ from the 2007 Plan?
2
The RIBA Plan of Work 2013
How do the task bars work?

What are the eight task bars and what purpose do they serve?
What are the eight project stages?
What will a bespoke Plan of Work look like?
3
Establishing your project team
41
How do client entities vary?

How has the role of the contractor altered?
Has the role of the design team altered over the years?
How do these changing roles impact the RIBA Plan of Work?
What tools can be used to assemble a project team?
Conclusion
4
Dening whole life costs
53
What are whole life costs and why are they crucial?
How does the RIBA Plan of Work 2013 assist consideration of whole
life costs?
What is the relationship between whole life costs and Project Outcomes?
5
Project Outcomes
How does the RIBA Plan of Work 2013 encourage consideration of
Project Outcomes?
What is the relationship between value and outcomes?
Conclusion
59
Harnessing Building Information Modelling (BIM) using the Plan
65
Why is the brieng process different on a BIM project?

How does a BIM project benet from a well-assembled team?
How do the task bars and dened tasks in the RIBA Plan of Work 2013
benet BIM projects?
What other aspects of the RIBA Plan of Work 2013 are crucial on a BIM project?
Conclusion
7
The changing nature of project handover
79
Why is Practical Completion important?

Conclusion
8
Sustainability
85
Stage 0 Strategic Denition

Stage 1 Preparation and Brief
Stage 2 Concept Design
Stage 3 Developed Design
Stage 4 Technical Design
Stage 5 Construction
Stage 6 Handover and Close Out
Stage 7 In Use
Conclusion
9
Enhancing health and safety
97
Project roles
Risk Assessments
Maintenance and Operational Strategy
Construction Strategy
Health and Safety Strategy
Handover Strategy
Conclusion
10
Terms used throughout the RIBA Plan of Work
103
Index
111
External reference
Frequently asked question
Chapter
Introduction

Why is a major update of the RIBA Plan of Work necessary?
How does the RIBA Plan of Work 2013 respond to the issues raised?
How does the RIBA Plan of Work 2013 differ from the 2007 Plan?
The RIBA Plan of Work 2013 Overview publication, available from

www.ribaplanofwork.com, explains the rationale behind the eight project
stages and eight task bars as well as explaining the logic behind the dened
terms and newly introduced aspects of the RIBA Plan of Work 2013.
In addition to providing further details on these subjects, this Guide to Using the
RIBA Plan of Work 2013:
s explains the importance of the project team and details the suite of
documents required to assemble a successful project team
sunderlines and considers the importance of whole life costs
shighlights the importance of Project Outcomes and why they are an essential
brieng consideration
sclaries how the RIBA Plan of Work 2013 enables the most progressive of
Building Information Modelling (BIM) projects
sconsiders how the RIBA Plan of Work 2013 engenders best practice in health
and safety, and
sdemonstrates how the RIBA Plan of Work 2013 assists the implementation of
sustainability measures.
It is a valuable document for any party involved in a building project during the
brieng, design, construction or in-use stages, including clients, contractors and
design team members. As well as providing an insight into the thinking behind
the RIBA Plan of Work 2013, this guide also allows those who embrace the new
RIBA Plan of Work to utilise it more effectively by understanding the reasoning
behind the many issues that have been addressed during its development.
The importance of considering and successfully assembling the project team is

covered in Chapter 3 but the themes are dealt with in greater detail in the RIBA
publication Assembling a Collaborative Project Team, which has been developed
in parallel with this guide.

Since its conception in 1963, the RIBA Plan of Work has been the denitive model
for building design and construction processes in the UK, and has also exerted
signicant inuence internationally. The RIBA Plan of Work framework has served
both the architects profession and the wider construction industry well.
The initial Plan of Work was conceived as a Plan of Work for Design Team
Operations and consisted of 12 stages and three columns that set out the purpose
of work and decisions to be reached at each stage, tasks to be done and the
people directly involved. This Plan of Work was updated in 1967 and again in 1973.
In 1998 a major revamp was undertaken. The 12 stages were reduced to 11 by the
deletion of the Completion stage and, although the general thrust of each stage
remained the same, only two stages retained their original titles. The 1998 RIBA
Outline Plan of Work dened the work stages into which the process of designing
building projects and administrating building contracts may be divided. This Plan
acknowledged that some variations to the work stages apply to design and build
procurement, although it did not set out what these variations might be. This Plan
was updated in 2007, with ve stages renamed and additional descriptions of
the key tasks added along with the Ofce of Government Commerce (OGC)
Gateways, which were the old Government checkpoints, now renamed UK
Government Information Exchanges. More importantly, guidance was added on
how the Plan might be adapted to different forms of procurement, although the
Outline Plan of Work continued to relate to traditional procurement.
This brief synopsis of the Plan of Works history underlines its continual evolution
in response to changing trends. The RIBA Plan of Work 2013 represents the next
signicant evolutionary stage of the RIBA Plan of Work.
This Guide to Using the RIBA Plan of Work 2013 sets out the reasons behind the
fundamental changes, claries the amendments to the project stages, details
changes to the key tasks to be undertaken and provides additional narrative on
the core subjects that must be considered in relation to the RIBA Plan of Work
2013. More importantly, this guide sets out how the RIBA Plan of Work 2013 can
be used to assemble an effective project team. This shift in emphasis from the
design team to the project team is, in itself, one of the major cultural changes
that the RIBA Plan of Work 2013 acknowledges and reinforces.
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Guide to Using the RIBA Plan of Work 2013
The principal purpose of the RIBA Plan of Work 2013, in line with its predecessors,
is explaining to clients the circular processes involved in a building project,
although these are expanded and adjusted to relate to the brieng, design,
construction, maintenance, operational and in-use processes involved in a
building project. Within this explanatory framework the stages continue to set
particular and specic boundaries for those involved in the process. While the
RIBA Plan of Work is devised by the RIBA, it is intended for use by all the parties
involved in a project.
Why is a major update of the RIBA Plan of Work

necessary?
The RIBA Plan of Work has continued to evolve in response to changing
processes within the broader construction industry. For example, the RIBA Plan
of Work 1998 acknowledged the reduced use of bills of quantities by amending
Stage G to Tender Documentation and redening the nature of Stage E. In a
similar vein, the RIBA Plan of Work 2013 has been created in response to a
number of drivers. The eight most important factors necessitating a major review
of the RIBA Plan of Work are considered below:
1. Previous editions of the RIBA Plan of Work related to one form of
procurement: traditional. The RIBA Plan of Work 2013 consultation process
conrmed the fact that many different forms of procurement are used. It is
now essential that the Plan of Work is relevant to any of the procurement
routes currently in use.
2. Time constraints inevitably place greater pressure on front-end design work.
There is a need to recalibrate the initial stages to ensure that the brief is
properly developed and the project team is properly assembled.
3. The RIBA Outline Plan of Work 2007 acknowledged the potential increase in
the scope of post-occupancy duties. The nature of post-occupancy duties
has certainly become more onerous, but a crucial factor is the need to identify
these duties at the outset of a project.
4. There has been a shift in emphasis from the design team to the project team
(consisting of client + design team + contractor) and the lead designer role is
frequently underplayed and misunderstood. The new RIBA Plan of Work must
address the concept of the project team and redene and reinforce the lead
designer and project lead roles.
5. The RIBA Outline Plan of Work 2007 does not recognise the design work
undertaken by specialist contractors. For some time now JCT contracts have
acknowledged this subject by including a clause requiring such work to be
stated in the Building Contract. The RIBA Plan of Work needs to embrace this
common way of working.
6. The Information Age is fundamentally changing the way that we design,
communicate, store and harness information. The RIBA Plan of Work has
to address the implications of what some people call the Third Industrial
Revolution. While BIM is used as a catchall phrase for this important subject,
the RIBA Plan of Work must consider the broader context.
7. Many practitioners utilise terms such as C+ or D- to refer to the point when
a planning application is made. The RIBA Plan of Work must reect these
cultural norms as well as acknowledging the need for pre-application
activities or the increased importance of addressing any conditions attached
to a planning consent.
8. The information produced at Stages D, E and F1 varies widely depending on

the client, practice or project. The RIBA Plan of Work 2013 aims to provide
greater clarity on this subject.
The RIBA Plan of Work is not a contractual document. Schedules of services
and other contractual documents are used for contractual purposes.

On rst sight, the RIBA Plan of Work 2013 appears to be a radical shift from the
RIBA Outline Plan of Work 2007 (see the fold-out template at the back of this
book). This is not the case. The RIBA Plan of Work 2013 maintains the tradition
of explaining to clients how the brieng, design, construction, maintenance,
operation and in-use processes work by mapping key activities against project
stages. It still species the core activities undertaken at each stage. While the
concept is the same, four key points need to be digested in order to understand
the changes to the RIBA Plan of Work, before considering how it responds to the
issues that have been highlighted:
s The RIBA Plan of Work 2013 has eight stages and eight task bars. The task
bars dene groups of related tasks that run across all the stages. This is a shift
from the 11 stages and two task bars (headed Description of key tasks and
OGC Gateways) contained in the RIBA Outline Plan of Work 2007. The new
stages and task bars are set out in detail in Chapter 2.
sThe RIBA Plan of Work 2013 has been developed as a template that
allows a bespoke practice- or project-specic Plan of Work to be created
via www.ribaplanofwork.com. Selecting the correct task bar from the three
variable task bars for Procurement, Programme and (Town) Planning, and thus
dening your own practice- or project-specic Plan, is a crucial part of the
RIBA Plan of Work 2013.
s The eight stages have shifted from letters to numbers to avoid confusion
in the change from eleven to eight stages and also to align with the unied
work stages agreed during discussion with representatives of the broader
construction industry.
sThe stages relating to tendering activities have been removed from the RIBA
Plan of Work 2013, as these were specic to traditional procurement; however,
they have been replaced by a Procurement task bar. Procurement and tendering
activities therefore continue to be an important component of the RIBA Plan
of Work. Indeed, procurement activities now receive more attention as they are
included at every stage.
How does the RIBA Plan of Work 2013 respond to

the issues raised?
USE OF THE RIBA PLAN OF WORK 2013

In this guide, capitalised terms indicate those terms dened under each stage
and in the Glossary in the RIBA Plan of Work 2013 Overview (see Chapter 10 for
a list of these terms).
In response to the points raised above on the necessity for redrafting, the RIBA
Plan of Work 2013:
s recommends the strategic consideration of the clients Business Case and the
preparation of a Strategic Brief during the newly created Stage 0, before a
more specic project brief is generated at Stage 1, along with any Feasibility
Studies required to assess how the brief relates to the chosen site
sadvocates the use of a specic set of documents in the creation of a project
team during Stage 1 and, as part of this process, establishing communication,
software, design responsibility and other protocols prior to design work
commencing in earnest at Stage 2
s reects opportunities for new post-occupancy duties during Stage 7 and,
more importantly, highlights the actions required earlier in the project process
to facilitate these
sacknowledges that planning applications might be submitted at Stage 2 or
Stage 3 and emphasises the need to consider the risks that are created when
applications are submitted at the end of Stage 2
s acknowledges the design work undertaken by specialist contractors and the
need for the lead designer to integrate this work into the coordinated design
during Stage 4, and
sintroduces the concept of Information Exchanges to ensure that appropriate
consideration is given to the information that must be exchanged during
and at the end of each stage, and the need for Project Strategies to co-exist
alongside the design as it develops.
New Schedules of Services for the RIBA suite of appointment documents have
been produced in parallel with the RIBA Plan of Work 2013. These, along with
this guide and the new RIBA publication Assembling a Collaborative Project
Team, provide the tools necessary to successfully build a project team during
Stage 1.
How does the RIBA Plan of Work 2013 differ from the
2007 Plan?
While the RIBA Plan of Work 2013 is the second major evolutionary change to
the RIBA Plan of Work, it is important realise that it is not a fundamental shift
from the RIBA Outline Plan of Work 2007. To emphasise this point, the transition
from the 2007 stages to the 2013 stages is mapped out in the new stage
denitions on pages 20 to 35, and the dened terms that have been introduced
to bring greater clarity to a number of core subjects are listed in Chapter 10. The
rationale behind the new task descriptions, now referred to as task bars, is set
out on pages 10 to 18. This section also denes how the variable elements of the
task bars can be harnessed to generate a bespoke practice- or project-specic
Plan of Work.
When considering fee proposals, the areas that have the most signicant impact
are the integration of tendering activities within each project stage and the
additional coordination work required during Stage 3.
Before considering the eight task bars and eight stages (see Chapter 2) it is
important to consider that the RIBA Plan of Work 2013 represents merely the tip
of the iceberg. The process outlined in Chapter 3 for assembling a successful
project team is not prescriptive but it does offer the opportunity to reinvigorate
the documentation necessary to support a project and the processes of brieng,
designing, constructing, maintaining, operating and using a building.
Is it possible for the RIBA Plan of Work 2013 to be all things to all people
and useable on small and large projects alike?
The consultation process undertaken by the RIBA during summer 2012
suggested that traditional procurement processes are used on most smaller
projects. The RIBA Plan of Work 2013 allows a practice-specic Plan of Work to
be generated, based on traditional or non-traditional procurement methods but
derived from the same template format, facilitating exibility within a consistent
overall framework.
Chapter
The RIBA Plan

of Work 2013

What are the eight task bars and what purpose do they serve?
10
The RIBA Plan of Work 2013 is based on eight stages aligned with eight task
bars. In this chapter we consider the purpose of each task bar, discussing how
they operate in a bespoke practice- or project-specic Plan of Work. Each
project stage is then examined and considered in greater detail, highlighting the
specic tasks to be performed within that stage. In the extracts from the RIBA
Plan of Work 2013, dened terms are set in bold type.

In the RIBA Plan of Work 2013, eight task bars replace the Description of key
tasks in the RIBA Outline Plan of Work 2007. These task bars are either:
sxed
s variable (containing options specic to a practice- or project-specic
Plan of Work), or
sselectable (able to be switched on or off).
The xed bars ensure consistency across all RIBA Plan of Work 2013
documents. The ability to switch certain bars on or off and to vary the content
of others provides a exible kit of parts that can be used to produce a focused
and bespoke practice- or project-specic Plan of Work.
What are the eight task bars and what purpose do

they serve?
Each of the eight task bars that replace the single description of key tasks in
the RIBA Outline Plan of Work 2007 has a specic purpose. These are detailed
below, demonstrating the degree of exibility possible when generating a
bespoke project- or practice-specic Plan of Work.
Task bar 1: Core Objectives

In this task bar, the Core Objectives and principal activities for each stage are set
out. This task bar is xed and is used in all versions of the RIBA Plan of Work 2013.
Task bars 2, 3 and 4 the three Ps: Procurement, Programme and (Town)
Planning
Procurement, programme and (town) planning activities vary widely from project
to project and resolving this conundrum has been one of the biggest challenges
in the creation of the RIBA Plan of Work 2013. To overcome this variability, the
RIBA Plan of Work 2013 allows users to generate their own bespoke practiceor project-specic Plan of Work (a bespoke Plan can be generated using the
template available at www.ribaplanofwork.com). During the process of
generating a bespoke Plan, the user selects a specic task bar for each of
these three tasks from a pull-down list and their customised Plan of Work is
generated. The activities specic to each of these three variable task bars are
now considered.
Task bar 2: Procurement

To allow for different forms of procurement, the RIBA Plan of Work 2013 has a
generic procurement task bar. Users generating their bespoke Plan of Work can
select the proposed procurement route from a pull-down list (see Figure 2.1
on page 12). Once the procurement route is selected, the practice- or projectspecic Plan of Work that is generated will contain a task bar that includes
the specic procurement and tendering activities at each stage. As a reminder,
procurement activities have altered from being a stage to being a task bar.
Figure 2.1 illustrates the activities for Stages 2 to 4 that would be contained in
a customised RIBA Plan of Work 2013 depending on the procurement route
selected. The options available are:
straditional contract
s one-stage design and build contract (with Contractors Proposals dened
at Stage 3)
s two-stage design and build contract (with Contractors Proposals dened
at Stage 4)
s management contract
s contractor-led contract
plus
s a To be determined option where the Programme and (Town) Planning
strategies are agreed but further exibility is required in terms of procurement.
11
12
Stages
The RIBA Plan of Work 2013 organises the process of brieng, designing, constructing, maintaining, operating and using building projects
into a number of key stages. The content of stages may vary or overlap to suit specic project requirements. The RIBA Plan of Work 2013
should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.
Strategic
Definition
Preparation
and Brief
Concept
Design
Developed
Design
Technical
Design
Core
Objectives
Identify clients Business

Case and Strategic Brief
and other core project
requirements.
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.
Prepare Concept Design,

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

including coordinated and
updated proposals for
structural design, building
specications, Cost
Information and Project
Strategies in accordance with
Design Programme.
Prepare Technical Design

Responsibility Matrix and
Project Strategies to include
all architectural, structural and
building services information,
specialist subcontractor
design and specications,
Programme.
Procurement
Initial considerations for

assembling the project team.
Prepare Project Roles Table

and Contractual Tree and
continue assembling the
project team.
Construction
Handover
and Close Out
In Use
*Variable task bar
Programme
Establish Project Programme. Review Project Programme.
The procurement strategy does not fundamentally alter the progression

of the design or the level of detail prepared at a given stage. However,
Information Exchanges will vary depending on the selected procurement
route and Building Contract. A bespoke RIBA Plan of Work 2013 will set
out the specic tendering and procurement activities that will occur at each
stage in relation to the chosen procurement route.
Review Project Programme.
*Variable task bar
(Town) Planning
Pre-application discussions.
Suggested
Key Support
Tasks
Review Feedback from

previous projects.
Prepare Handover Strategy

and Risk Assessments.
Agree Schedule of Services,
Design Responsibility
Matrix and Information
Exchanges and prepare
Project Execution Plan
including Technology and
Communication Strategies
and consideration of Common
Standards to be used.
Offsite manufacturing and

Handover of building and
onsite Construction in
conclusion of Building
accordance with Construction Contract.
Programme and resolution of
Design Queries from site as
they arise.
Administration of Building
Contract, including regular
site inspections and review
of progress.
Undertake In Use services

in accordance with
Schedule of Services.
Conclude administration of
Building Contract.
The procurement route may dictate the Project Programme and may result in certain
stages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work
2013 will clarify the stage overlaps. The Project Programme will set out
the specic stage dates and detailed programme durations.
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.
*Variable task bar
Prepare Sustainability
Strategy, Maintenance and
Operational Strategy and
review Handover Strategy
Review and update

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

and Operational and
Risk Assessments.
Undertake third party

consultations as required
and any Research and
Development aspects.

and conclude Research and
Prepare and submit Building

Regulations submission and
any other third party
submissions requiring consent.
Review and update Project

Execution Plan.

Execution Plan, including
Change Control Procedures.
Consider Construction
Strategy, including offsite
Review and update
fabrication, and develop Health Construction and Health and
and Safety Strategy.
Safety Strategies.

Execution Plan.
Review Construction
Strategy, including
sequencing, and update
Health and Safety Strategy.
Review and update

Sustainability Strategy
and implement Handover
Strategy, including agreement
of information required for
commissioning, training,
handover, asset management,
future monitoring and
maintenance and ongoing
compilation of Asconstructed Information.
Carry out activities listed in

Handover Strategy including
Feedback for use during the
future life of the building or on
future projects.
Updating of Project
Information as required.
Conclude activities listed

in Handover Strategy
including Post-occupancy
Evaluation, review of Project
Performance, Project
Outcomes and Research
and Development aspects.
Updating of Project
Information, as required, in
response to ongoing client
Feedback until the end of the
buildings life.
Update Construction and

Health and Safety Strategies.
Sustainability
Checkpoints
Sustainability
Checkpoint 0
Sustainability
Checkpoint 1
Sustainability
Checkpoint 2
Sustainability
Checkpoint 3
Sustainability
Checkpoint 4
Sustainability
Checkpoint 5
Sustainability
Checkpoint 6
Sustainability
Checkpoint 7
Information
Exchanges
Strategic Brief.
Initial Project Brief.
Concept Design including

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

the coordinated architectural,
structural and building
services design and updated
Cost Information.
Completed Technical Design

of the project.
As-constructed
Information.
Updated As-constructed
Information.
As-constructed
Information updated
in response to ongoing
client Feedback and
maintenance or operational
developments.
Not required.
Required.
Required.
Required.
Not required.
Not required.
Required.
As required.
(at stage completion)
UK Government
Information
Exchanges
RIBA
Stages
*Variable task bar in creating a bespoke project or practice specic RIBA Plan of Work 2013 via www.ribaplanofwork.com a specic bar is selected from a number of options.
Concept
Design
Developed
Design
Technical
Design
Traditional
contract
Procurement bar
Tasks
Design team Stage 4 output issued

for tender. Tenders assessed and
Building Contract awarded.
Specilaist contractor Stage 4
information reviewed post award.
One-stage design
and build contract
Contractors
Proposals
at Stage 3
Stage 3 Output issued for tender as

Employers Requirements. Tenders
assessed and Building Contract
awarded on basis of Contractors
Proposals.
Two-stage design
and build contract
Contractors Proposals
during Stage 4
Tender and selection of preferred

contractor for pre-construction
services.
Building Contract awarded on basis

of Contractors Proposals. Scope of
design team information issued pre
and post contract award to be agreed.
Management
contract
Tender to select contractor and

Building Contract awarded.
Design information issued in agreed

work packages for tender.
Contractor-led
contract
Bidding contractors submit

Concept Designs for appraisal.
To be determined
Where the Procurement Strategy for PROJECT NAME has not yet been selected, RIBA Plan of Work 2013 will be
updated once this has been determined.
Preferred bidder develops design and

Building Contract awarded on basis
of Contractors Proposals.
Figure 2.1 Procurement options available when generating a practice- or projectspecic Plan of Work
A fundamental part of determining the procurement strategy for assembling the

project team is dening the timing of contractor involvement. Further guidance
on this important issue is included on page 47. The RIBA Plan of Work 2013
advocates establishing the project team during Stage 1 (refer to Chapter 3
for more detail on the most effective method of achieving a cohesive and
collaborative team). A project-specic Plan of Work would typically be generated
during Stage 1; however, the variable task bars have options available that allow
a Plan to be generated, or nalised, during a later stage.
Where architects practices, clients or other participants in the processes
involved frequently use a specic form of procurement, such as traditional or
two-stage design and build Building Contracts, they will be able to produce a
practice-specic Plan of Work that can be used from the outset of each project.
Task bar 3: Programme

The stages of the RIBA Plan of Work 2013 are generally sequential and follow
the progression of a project from commencement to completion and beyond.
However, the procurement strategy, or certain client demands, may dictate that
a number of stages have to occur simultaneously or overlap. The Programme
task bar allows a bespoke practice- or project-specic Plan of Work to illustrate
and highlight these stage overlaps. The options available are illustrated in Figure 2.2
on page 14. The option inserted into a bespoke practice- or project-specic
RIBA Plan of Work 2013 is automatically selected based on the procurement
route chosen. It is accepted that a multitude of further options may be possible.
However, where detailed circumstances specic to a given project require an
alternative approach, this should be dealt with using the Project Programme.
This task bar underlines the need on every project for a Project Programme that
sets out the duration of each stage and any supporting activities. This programme
should dovetail with the Design Programme(s) prepared by the lead designer,
with contributions from the other designers, and the more detailed Construction
Programme prepared by the contractor. A Project Programme has been a core
requirement of collaborative contracts for some time, as it ensures that each party
is involved in the process of agreeing timescales and is fully aware of the risks
that the programme generates in relation to their specic Schedule of Services.
13
14
Stages
Strategic
Definition
Preparation
and Brief
Concept
Design
Developed
Design
Technical
Design
Core
Objectives

requirements.


Programme. Agree

specications, Cost
Design Programme.

Programme.
Procurement


project team.
Construction
Handover
and Close Out
In Use
*Variable task bar
Programme

*Variable task bar
(Town) Planning
Suggested
Key Support
Tasks

previous projects.


they arise.
of progress.

in accordance with
Building Contract.

*Variable task bar
Review and update

and Operational and
Risk Assessments.
Review and update

and Operational and
Risk Assessments.




Execution Plan.

Review and update
Safety Strategies.

Execution Plan.
Review Construction
Strategy, including
Review and update


future projects.
Updating of Project

Updating of Project
buildings life.

Sustainability
Checkpoints
Sustainability
Checkpoint 0
Sustainability
Checkpoint 1
Sustainability
Checkpoint 2
Sustainability
Checkpoint 3
Sustainability
Checkpoint 4
Sustainability
Checkpoint 5
Sustainability
Checkpoint 6
Sustainability
Checkpoint 7
Information
Exchanges
Strategic Brief.

Project Strategies,

Cost Information.

of the project.
As-constructed
Information.
Information.
As-constructed
Information updated
client Feedback and
developments.
Not required.
Required.
Required.
Required.
Not required.
Not required.
Required.
As required.
UK Government
Information
Exchanges
RIBA
Stages
Programme bar
Tasks
Developed
Design
Technical
Design
Construction
Traditional
contract
Specialist subcontractor design work undertaken in parallel with Stage 5 in

accordance with Design and Construction Programmes.
One-stage design
and build contract
Contractors
Proposals
at Stage 3
Stages 4 and 5 overlap in accordance with Design and Construction

Programmes.
Two-stage design
and build contract
Contractors Proposals
during Stage 4
Stages 4 and 5 overlap in accordance with Design and Construction

Programmes.
Management
contract
Stages 3, 4 and 5 overlap in accordance with Design and Construction Programmes.
Contractor-led
contract
Stages 3, 4 and 5 overlap in accordance with Design and Construction Programmes.
To be determined
Where the Procurement Strategy for PROJECT NAME has not yet been selected, RIBA Plan of Work 2013 will be
updated once this has been determined.
Figure 2.2 Programme options available when generating a practice- or projectspecic Plan of Work
Task bar 4: (Town) Planning
The town planning process was identied as a key topic to be addressed by the
RIBA Plan of Work 2013. Common trends identied were:
sfrequent requests from clients for planning applications to be submitted earlier
in the design process, typically using an enhanced Concept Design
s not all members of the design team being appointed during the initial design period
s the need to recognise the increasing amount of supporting information
required for a planning application and the need for early community
consultations on some projects
s the requirement, particularly on conservation projects, for very detailed
design, specication and construction information to be approved before, or
during, construction.
To embrace these points, the pull-down options available when generating a
bespoke practice- or project-specic Plan of Work allow the user to determine
whether the planning application will be made at the end of Stage 2 or Stage 3
(the recommended stage for submitting a planning application) and highlight the
need to conclude planning condition submissions prior to work commencing on
site. Notwithstanding the two options available for selection, it is acknowledged
that in some instances the resolution of planning conditions may need to be
undertaken earlier (for example, where it is a contractual imperative to do so
before a client enters into a Building Contract). It is also acknowledged that on
certain projects (conservation projects, for example) other planning matters may
have to be concluded during Stage 5. In both scenarios, the Project Programme
should be utilised to clarify these specic durations.
Where planning applications are made at the end of Stage 2, the project lead
and lead designer will need to consider the level of detail to be prepared for
the Stage 2 Information Exchange. On certain projects, where it is uncertain
whether consent will be granted, the client may not appoint all of the designers
or may appoint them on a restricted Stage 2 Schedule of Services. In these
circumstances it may be necessary to include some additional activities for
the project team at the start of Stage 3. A projects Risk Assessment should
consider the individual project circumstances, identifying the risks created and
setting out how they will be managed.
We are frequently commissioned to undertake only the work up to
submitting a planning application. How can we make the RIBA Plan of
Work 2013 relevant to our commissions?
The RIBA Plan of Work 2013 sets out a holistic process for brieng, designing,
constructing, maintaining, operating and using building projects. It is not intended
to dene the duties or obligations of one particular party in the process. Projectspecic Schedules of Services and appointments would be required for this
purpose. However, the RIBA Plan of Work 2013 does allow the specic town
planning requirements of a project to be aligned to each project stage.
15
16
Stages
Strategic
Definition
Preparation
and Brief
Concept
Design
Developed
Design
Technical
Design
Core
Objectives

requirements.


Programme. Agree

specications, Cost
Design Programme.

Programme.
Procurement


project team.
Construction
Handover
and Close Out
In Use
*Variable task bar
Programme

*Variable task bar
(Town) Planning
Suggested
Key Support
Tasks

previous projects.


they arise.
of progress.

in accordance with
Building Contract.

*Variable task bar
Review and update

and Operational and
Risk Assessments.
Review and update

and Operational and
Risk Assessments.




Execution Plan.

Review and update
Safety Strategies.

Execution Plan.
Review Construction
Strategy, including
Review and update


future projects.
Updating of Project

Updating of Project
buildings life.

Sustainability
Checkpoints
Sustainability
Checkpoint 0
Sustainability
Checkpoint 1
Sustainability
Checkpoint 2
Sustainability
Checkpoint 3
Sustainability
Checkpoint 4
Sustainability
Checkpoint 5
Sustainability
Checkpoint 6
Sustainability
Checkpoint 7
Information
Exchanges
Strategic Brief.

Project Strategies,

Cost Information.

of the project.
As-constructed
Information.
Information.
As-constructed
Information updated
client Feedback and
developments.
Not required.
Required.
Required.
Required.
Not required.
Not required.
Required.
As required.
UK Government
Information
Exchanges
RIBA
Stages
Planning bar
Tasks
Concept
Design
Developed
Design
Technical
Design
Planning application
Stage 3 / conditions
Stage 4
Planning application made at end of

stage using Stage 3 output.
Planning conditions reviewed following

granting of consent and, where possible,
concluded prior to starting on site.
Stage 2 / conditions
Stage 3 and 4
Planning application made at end

of stage using Stage 2 output.
Planning conditions reviewed following granting of consent and, where

possible, concluded prior to starting on site.
Figure 2.3 Planning process options available when generating a practiceor project-specic Plan of Work
Task bar 5: Suggested Key Support Tasks
The Suggested Key Support Tasks task bar:

s claries the activities required to achieve the Sustainability Aspirations,
reducing the carbon emissions related to the building, and those required
to embed Building Information Modelling (BIM) into the process
s sets out key tasks in relation to statutory requirements, such as those relating
to Building Regulations submissions, project and design management
protocols and roles and responsibilities
s ensures that the team is properly assembled, and that buildability, health
and safety and other construction considerations and logistics are considered
early in the process, by using the Project Execution Plan and Construction
Strategy in the preparations.
The tasks that are listed are not mandatory; however, they do provide an
appropriate level of management at each stage and assist in achieving the
stated objectives.
This task bar is xed and is used in all versions of the RIBA Plan of Work 2013.
Task bar 6: Sustainability Checkpoints

This task bar has been developed from the Sustainability Checkpoints included
in the 2011 Green Overlay to the RIBA Outline Plan of Work 2007. The detailed
checklists that should be completed at each checkpoint are reproduced in
Chapter 8. In a bespoke practice- or project-specic Plan of Work the checklists
can be highlighted by clicking on the icon next to the text.
The Sustainability Checkpoints task bar is selectable and can be switched on or
off in a project- or practice-specic Plan of Work.
17
18
Task bar 7: Information Exchanges

This task bar provides guidance on the information that would typically be
delivered at the Information Exchanges at the end of each stage. In Chapter 3
the importance of agreeing the precise extent of information and, crucially, the
specic level of detail is highlighted. Preparation of the Design Responsibility
Matrix and Schedule of Services are also key tasks as these impact who will
produce what and when.
This topic is new to the RIBA Plan of Work and also to the RIBA appointment
documents. However, given the degree of variability between practices and
between projects, it is appropriate for the RIBA to provide guidance on this
essential subject.
This task bar is xed and is used in all versions of the RIBA Plan of Work 2013.
Task bar 8: UK Government Information Exchanges

The UK Government Information Exchanges task bar has been introduced to
encourage consideration of the stages at which the UK Government requires
information to be exchanged. This task bar highlights the fact that the UK
Government has its own particular views on this important subject, derived from
its 2011 Construction Strategy.
The UK Government recognises that, as a client, it does not need to be
involved in every Information Exchange. It requires particular and specic
information at each stage in order to answer the questions pertinent to a given
stage. Furthermore, the UK Government is seeking data-rich information that
can be used post occupancy to manage its entire estate and to allow stringent
benchmarking activities to occur.
This is a developing subject and further information is best obtained from
www.bimtaskgroup.org, including details of COBie, which will be the principal
vehicle for delivering information to the UK Government as client on projects
instigated in the near future.
This task bar is selectable and can be switched on or off in a bespoke projector practice-specic Plan of Work.

Before considering the detail of each of the eight stages associated with the
RIBA Plan of Work 2013, it is essential to bear in mind several core points:
s While the eight task bars are xed, variable or selectable, all eight stages
are xed.
s The eight stages are referenced by numbers (07), rather than letters.
s The stages relating to tendering activities that have been removed from the
RIBA Plan of Work 2013 have been replaced by the Procurement task bar.
s While the stages will generally occur in sequence, some may be carried
out together or overlap. The Programme task bar claries these principles,
with the Project Programme setting out the detail.
s The RIBA Plan of Work 2013 is a guidance document that allows clients to
understand the key tasks that might be undertaken at each stage of a project.
s The activities listed at each stage are not intended to be contractual.
Schedules of Services and other documents dene the activities that are
obligatory on a project.
19
20
Stage 0
Strategic
Denition
Task Bar
Tasks
Core Objectives
Identify clients Business Case and Strategic Brief and other core
project requirements.
Procurement
Initial considerations for assembling the project team.
Variable task bar
Programme
Establish Project Programme.
Variable task bar
(Town) Planning
Variable task bar
Pre-application discussions may be required to test the robustness of the

Strategic Brief
Suggested Key
Support Tasks
Review Feedback from previous projects.
Sustainability
Checkpoints
s%NSURETHATASTRATEGICSUSTAINABILITYREVIEWOFCLIENTNEEDSANDPOTENTIAL
sites has been carried out, including reuse of existing facilities, building
COMPONENTSORMATERIALS
Information
Exchanges
Strategic Brief.
UK Government
Information
Exchanges
Not required.
Stage 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 dene
the scope for a project, and the preparation and brieng process can then begin.
Stage 0 is a new stage in which a project is strategically appraised and dened

before a detailed brief is created. This is particularly relevant in the context of
sustainability, when a refurbishment or extension, or indeed a rationalised space
plan, may be more appropriate than a new building. Certain activities in Stage 0
are derived from the former (RIBA Outline Plan of Work 2007) Stage A.
21
22
Stage 1
Preparation
and Brief
Task Bar
Tasks
Core Objectives
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
Procurement
Variable task bar
Prepare Project Roles Table and Contractual Tree and continue assembling
the project team.
Programme
Variable task bar
(Town) Planning
Variable task bar
Suggested Key
Support Tasks
Pre-application discussions may be required during this stage to discuss and

determine the suitability of Feasibility Studies
Prepare Handover Strategy and Risk Assessments.
Agree Schedule of Services, Design Responsibility Matrix and Information
Exchanges and prepare Project Execution Plan including Technology
and Communication Strategies and consideration of Common Standards
to be used.
4HESUPPORTTASKSDURINGTHISSTAGEAREFOCUSEDONENSURINGTHATTHEPROJECT
TEAMISPROPERLYASSEMBLEDANDTHATCONSIDERATIONISGIVENTOTHEHANDOVEROF
THEPROJECTANDTHEPOST OCCUPANCYSERVICESTHATAREREQUIRED
Sustainability
Checkpoints
sConrm that formal sustainability targets are stated in the Initial Project Brief.
s#ONlRMTHATENVIRONMENTALREQUIREMENTSBUILDINGLIFESPANANDFUTURECLIMATE
PARAMETERSARESTATEDINTHE Initial Project Brief.
sHave early stage consultations, surveys or monitoring been undertaken as
NECESSARYTOMEETSUSTAINABILITYCRITERIAORASSESSMENTPROCEDURES
s#HECKTHATTHEPRINCIPLESOFTHEHandover Strategy ANDPOST COMPLETION
SERVICESAREINCLUDEDINEACHPARTYSSchedule of Services
s#ONlRMTHATTHE3ITE7ASTE-ANAGEMENT0LANHASBEENIMPLEMENTED
Information
Exchanges
UK Government
Information
Exchanges
Required.
Several signicant 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 two categories:
s developing the Initial Project Brief and any related Feasibility Studies
s assembling the project team and dening 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:
s the projects spatial requirements
s the desired Project Outcomes, which may be derived following Feedback from
earlier and similar projects
s the site or context, by undertaking site appraisals and collating Site
Information, including building surveys
s the 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 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 member's
appointment, is considered in greater detail in Chapter 3.
Stage 1 merges the residual tasks from the former Stage A with the Stage B tasks
that relate to carrying out preparation activities and brieng in tandem.
23
24
Stage 2
Concept
Design
Task Bar
Tasks
Core Objectives
Prepare Concept Design, including outline proposals for structural design,

building services systems, outline specications and preliminary Cost
Information along with relevant Project Strategies in accordance with
Design Programme. Agree alterations to brief and issue Final Project Brief.
Procurement
Variable task bar
4HE0ROCUREMENTACTIVITIESDURINGTHISSTAGEWILLDEPENDONTHEPROCUREMENT
ROUTEDETERMINEDDURING3TAGE4HESPECIlCTASKSCARRIEDOUTARELISTEDUNDER
THE0ROCUREMENTTASKBARIN&IGURE
Programme
Variable task bar
(Town) Planning
Variable task bar
4HE2)"!0LANOF7ORKENABLESPLANNINGAPPLICATIONSTOBESUBMITTED
ATTHEENDOF3TAGE(OWEVERTHISISNOTTHEANTICIPATEDNORMBUTRATHERAN
OPTIONTOBEEXERCISEDONLYINRESPONSETOASPECIlCCLIENTSNEEDSANDWITH
DUEREGARDTOTHEASSOCIATEDRISKS
Suggested Key
Support Tasks
Prepare Sustainability Strategy, Maintenance and Operational Strategy

and review Handover Strategy and Risk Assessments.
Undertake third party consultations as required and any Research and
Review and update Project Execution Plan.
Consider Construction Strategy, including offsite fabrication, and develop
$URINGTHISSTAGEANUMBEROFSTRATEGIESTHATCOMPLEMENTTHEDESIGNARE
PREPARED4HESESTRATEGIESCONSIDERPOST OCCUPANCYANDOPERATIONALISSUES
ALONGWITHTHECONSIDERATIONOFBUILDABILITY4HIRDPARTYCONSULTATIONSARE
ALSOESSENTIAL
Sustainability
Checkpoints
s#ONlRMTHATFORMALSUSTAINABILITYPRE ASSESSMENTANDIDENTIlCATIONOFKEY
areas of design focus have been undertaken and that any deviation from the
Sustainability Aspirations HASBEENREPORTEDANDAGREED
s(ASTHEINITIAL"UILDING2EGULATIONS0ART,ASSESSMENTBEENCARRIEDOUT
s(AVE@PLAIN%NGLISHDESCRIPTIONSOFINTERNALENVIRONMENTALCONDITIONSAND
SEASONALCONTROLSTRATEGIESANDSYSTEMSBEENPREPARED
s(ASTHEENVIRONMENTALIMPACTOFKEYMATERIALSANDTHEConstruction
StrategyBEENCHECKED
s(ASRESILIENCETOFUTURECHANGESINCLIMATEBEENCONSIDERED
Information
Exchanges
Concept Design including outline structural and building services design,

associated Project Strategies, preliminary Cost Information and Final
Project Brief.
UK Government
Information
Exchanges
Required.
During 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 are to
inuence 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, the development of a Construction Strategy, a Maintenance and
Operational Strategy and a Health and Safety Strategy and updating of the
Project Execution Plan.
Stage 2 maps exactly to the former Stage C.
25
26
Stage 3
Developed
Design
Task Bar
Tasks
Core Objectives
Prepare Developed Design, including coordinated and updated proposals

for structural design, building services systems, outline specications,
Cost Information and Project Strategies in accordance with Design
Programme.
Procurement
Variable task bar
Programme
Variable task bar
(Town) Planning
Variable task bar
4HE2)"!0LANOF7ORKENABLESTHISSTAGETOOVERLAPWITHANUMBEROF
OTHERSTAGESDEPENDINGONTHESELECTEDPROCUREMENTROUTE
)TISRECOMMENDEDTHATPLANNINGAPPLICATIONSARESUBMITTEDATTHEENDOF
THISSTAGE
Suggested Key
Support Tasks
Review and update Sustainability, Maintenance and Operational and

Handover Strategies and Risk Assessments.
Undertake third party consultations as required and conclude Research and
Review and update Project Execution Plan, including Change Control
Procedures.
Review and update Construction and Health and Safety Strategies.
$URINGTHISSTAGEITISESSENTIALTOREVIEWTHEProject StrategiesPREVIOUSLY
GENERATED
Sustainability
Checkpoints
s(ASAFULLFORMALSUSTAINABILITYASSESSMENTBEENCARRIEDOUT
s(AVEANINTERIM"UILDING2EGULATIONS0ART,ASSESSMENTANDADESIGNSTAGE
CARBONENERGYDECLARATIONBEENUNDERTAKEN
s(ASTHEDESIGNBEENREVIEWEDTOIDENTIFYOPPORTUNITIESTOREDUCERESOURCE
USEANDWASTEANDTHERESULTSRECORDEDINTHE3ITE7ASTE-ANAGEMENT0LAN
Information
Exchanges
Developed Design, including the coordinated architectural, structural and

building services design and updated Cost Information.
UK Government
Information
Exchanges
Required.
During 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 sufcient detail to allow the client to sign them off once the lead
designer has checked each strategy and veried 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.
While specialist subcontractors will undertake their design work at Stage 4, they
may provide information and guidance at Stage 3 in order to facilitate a more
robust developed design.
Stage 3 maps broadly to the former Stage D and part of Stage E. The strategic
difference is that in the RIBA Plan of Work 2013 the Developed Design will
be coordinated and aligned with the Cost Information by the end of Stage 3.
This may not increase the amount of design work required, but extra time will
be needed to review information and implement any changes that arise from
comments made before all the outputs are coordinated prior to the Information
Exchange at the end of Stage 3.
27
28
Stage 4
Technical
Design
Task Bar
Tasks
Core Objectives
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 specications, in
accordance with Design Programme.
Procurement
Variable task bar
Programme
Variable task bar
(Town) Planning
Variable task bar
The RIBA Plan of Work 2013 suggests that any conditions attached to
APLANNINGCONSENTAREADDRESSEDDURINGTHISSTAGEPRIORTOWORKSTARTINGON
SITEDURING3TAGE
Suggested Key
Support Tasks
Review and update Sustainability, Maintenance and Operational and

Handover Strategies and Risk Assessments.
Prepare and submit Building Regulations submission and any other third party
Review and update Project Execution Plan.
Review Construction Strategy, including sequencing, and update Health
!FURTHERREVIEWOFTHEProject StrategiesANDDOCUMENTATIONPREVIOUSLY
GENERATEDISREQUIREDDURINGTHISSTAGE
Sustainability
Checkpoints
s)STHEFORMALSUSTAINABILITYASSESSMENTSUBSTANTIALLYCOMPLETE
s(AVEDETAILSBEENAUDITEDFORAIRTIGHTNESSANDCONTINUITYOFINSULATION
s(ASTHE"UILDING2EGULATIONS0ART,SUBMISSIONBEENMADEANDTHEDESIGN
STAGECARBONENERGYDECLARATIONBEENUPDATEDANDTHEFUTURECLIMATE
IMPACTASSESSMENTPREPARED
s(ASANON TECHNICALUSERGUIDEBEENDRAFTEDANDHAVETHEFORMATAND
CONTENTOFTHE0ART,LOGBOOKBEENAGREED
s(ASALLOUTSTANDINGDESIGNSTAGESUSTAINABILITYASSESSMENTINFORMATION
BEENSUBMITTED
s!REBUILDINGHandover StrategyANDMONITORINGTECHNOLOGIESSPECIlED
s(AVETHEIMPLICATIONSOFCHANGESTOTHESPECIlCATIONORDESIGNBEEN
REVIEWEDAGAINSTAGREEDSUSTAINABILITYCRITERIA
s(ASCOMPLIANCEOFAGREEDSUSTAINABILITYCRITERIAFORCONTRIBUTIONSBY
SPECIALISTSUBCONTRACTORSBEENDEMONSTRATED
Information
Exchanges
Completed Technical Design of the project.
UK Government
Information
Exchanges
Not required.
The architectural, building services and structural engineering designs are now
further rened to provide technical denition 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 dened 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.
By the end of this stage, all aspects of the design will be completed, apart
from minor queries arising from the site during the construction stage. In many
projects, Stage 4 and 5 work occurs concurrently, particularly the specialist
subcontractor design aspects.
Stage 4 comprises the residual technical work of the core design team
members. 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 Specied Work in JCT
contracts) and the need to dene this work early in the process in the Design
Responsibility Matrix.
29
30
Stage 5
Construction
Task Bar
Tasks
Core Objectives
Offsite manufacturing and onsite Construction in accordance with

Construction Programme and resolution of Design Queries from site
as they arise.
Procurement
Administration of Building Contract, including regular site inspections and

review of progress.
Variable task bar
Programme
Variable task bar
(Town) Planning
Variable task bar
4HEREARENOSPECIlCACTIVITIESINTHE2)"!0LANOF7ORKHOWEVER
THECONTRACTORWILLNEEDTOCOMPLYWITHANYCONSTRUCTION SPECIlCPLANNING
CONDITIONSSUCHASMONITORINGOFNOISELEVELS
Suggested Key
Support Tasks
Review and update Sustainability Strategy and implement Handover

Strategy, including agreement of information required for commissioning,
training, handover, asset management, future monitoring and maintenance
and ongoing compilation of As-constructed Information.
Update Construction and Health and Safety Strategies.
3UPPORTTASKSARENOWFOCUSEDONHEALTHANDSAFETYONSITEANDENSURINGTHAT
THEPROJECTHANDOVERANDPOST OCCUPANCYACTIVITIESDETERMINEDEARLIERARE
PROPERLYFACILITATED
Sustainability
Checkpoints
s(ASTHEDESIGNSTAGESUSTAINABILITYASSESSMENTBEENCERTIlED
s(AVESUSTAINABILITYPROCEDURESBEENDEVELOPEDWITHTHECONTRACTORAND
included in the Construction Strategy
s(ASTHEDETAILEDCOMMISSIONINGANDHandover StrategyPROGRAMMEBEEN
REVIEWED
s#ONlRMTHATTHECONTRACTORSINTERIMTESTINGANDMONITORINGOFCONSTRUCTION
HASBEENREVIEWEDANDOBSERVEDPARTICULARLYINRELATIONTOAIRTIGHTNESSAND
CONTINUITYOFINSULATION
s)STHENON TECHNICALUSERGUIDECOMPLETEANDTHEAFTERCARESERVICESETUP
s(ASTHE As-constructed InformationBEENISSUEDFORPOST CONSTRUCTION
SUSTAINABILITYCERTIlCATION
Information
Exchanges
As-constructed Information.
UK Government
Information
Exchanges
Not required.
During 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 specic 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.
Stage 5 maps to the former Stage K Construction to Practical Completion

but also includes Stage J Mobilisation.
31
32
Stage 6
Handover
and Close Out
Task Bar
Tasks
Core Objectives
Handover of building and conclusion of Building Contract.
Procurement
Conclude administration of Building Contract.
Variable task bar
Programme
4HEREARENOSPECIlCACTIVITIESINTHE2)"!0LANOF7ORK
Variable task bar
(Town) Planning
Variable task bar
Suggested Key
Support Tasks
Carry out activities listed in Handover Strategy including Feedback for use
during the future life of the building or on future projects.
Updating of Project Information as required.
4HEPRIORITYDURINGTHISSTAGEISTHESUCCESSFULHANDOVEROFTHEBUILDINGAND
concluding the Building ContractWITHSUPPORTTASKSFOCUSEDONEVALUATING
PERFORMANCEANDPROVIDINGFeedbackFORUSEONFUTUREPROJECTS&INETUNINGOF
THEBUILDINGSERVICESISLIKELYTOOCCUR
Sustainability
Checkpoints
s(ASASSISTANCEWITHTHECOLLATIONOFPOST COMPLETIONINFORMATIONFORlNAL
SUSTAINABILITYCERTIlCATIONBEENPROVIDED
Information
Exchanges
Updated As-constructed Information.
UK Government
Information
Exchanges
Required.
The 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 rectied or the production of certication
required by the Building Contract.
Other services may also be required during this period. These will be dictated
by project specic 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:
s attending Feedback workshops
s considering how any lessons learned might be applied on future projects
s undertaking tasks in relation to commissioning or ensuring the successful
operation and management of the building.
Stage 6 maps broadly to the former Stage L services.
33
34
Stage 7
In use
Task Bar
Tasks
Core Objectives
Undertake In Use services in accordance with Schedule of Services.
Procurement
Variable task bar
Programme
Variable task bar
(Town) Planning
Variable task bar
Suggested Key
Support Tasks
Conclude activities listed in Handover Strategy including Post-occupancy

Evaluation, review of Project Performance, Project Outcomes and
Research and Development aspects.
Updating of Project Information, as required, in response to ongoing client
Feedback until the end of the buildings life.
Sustainability
Checkpoints
s(ASOBSERVATIONOFTHEBUILDINGOPERATIONINUSEANDASSISTANCEWITH
lNETUNINGANDGUIDANCEFOROCCUPANTSBEENUNDERTAKEN
s(ASTHEENERGYCARBONPERFORMANCEBEENDECLARED
Information
Exchanges
As-constructed Information updated in response to ongoing client

Feedback and maintenance or operational developments.
UK Government
Information
Exchanges
As required.
This is a new stage within the RIBA Plan of Work. It acknowledges the potential
benets 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 conrmed in the relevant
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 dening the future of the building.
Stage 7 is a new stage.
35
36

To provide further clarity on what a bespoke RIBA Plan of Work 2013 would
contain, this publication provides two examples that have been prepared using
the online tool.
Example 1 Practice-specic Plan of Work

The rst example has been prepared by Architecture Practice ABC for use on
its small-scale projects. It has been prepared on the following basis:
s a traditional procurement route has been selected
s the Programme task bar will be based on this procurement route
s submission of planning application will occur at the end of Stage 3
s the Sustainability Checkpoints task bar has been switched on, and
s the UK Government Information Exchanges task bar has been switched off.
Example 2 Project-specic Plan of Work

The second example has been prepared by Architecture Practice DEF following
a workshop with the project team in relation to Project XYZ in Big City. It has
been prepared on the following basis:
s the agreed procurement route, following the workshop, is two-stage design
and build and this procurement option has been selected
s the Programme task bar will be based on this procurement route
s submission of planning application will occur at the end of Stage 3
s the Sustainability Checkpoints task bar has been switched off, and
s the UK Government Information Exchanges task bar has been switched on.
Further information regarding the options for the Procurement, Programme and
(Town) Planning task bars is contained on pages 11 to 16. However, the best way
of understanding how the tool works is to generate your own Plan of Work using
the online tool at www.ribaplanofwork.com.
Strategic
Definition
Preparation
and Brief
Concept
Design
Developed
Design
Technical
Design
Construction
Handover
and Close Out
In Use
Core
Objectives

requirements.


Programme. Agree

specications, Cost
Design Programme.

Programme.

they arise.
Procurement


project team.
Design team Stage 4 output

issued for tender. Tenders
assessed and Building
Contract awarded. Specilaist
contractor Stage 4 information
reviewed post award.
of progress.
Tasks
*Variable
*V
V
task bar
Programme
P
*Variable
*V
task bar
(Town) Planning
(T
Establish
h Project Programme. Review Project
ct Programme.
Review
Project
Programme.
R
Prroj
Specialist subcontractor design

n work undertaken in parallel
with Stage 5 in accordance with Design and Construction
Programmes.
Pre-application
cation discussions.
applica
licatio
o made
d off stage
t
i Stage
att end
using
3 output.
Planning conditions reviewed

following granting of consent and,
where possible, concluded prior to
starting on site.

previous projects.

Review and update

and Operational and
Risk Assessments.
Review and update

and Operational and
Risk Assessments.




Execution Plan.


Execution Plan.
Planning application Stage 3
*Variable
task bar
*V
S
Suggested
Key Support
K
Tasks
T
Traditional t
procuremen
route

Sustainability Checkpoints
b switched on
task bar
Review and update
Safety Strategies.
Review Construction
Strategy, including
Review and update


in accordance with
Building Contract.
Stages 4 and 5 overlap

future projects.
Updating of Project

Updating of Project
buildings life.

Sustainability
Checkpoints
Sustainabiliity
Sustainability
Checkpoi
Chec
kpoint
nt 0
Checkpoint
Sustainability
Checkpoint 1
Sustainability
Checkpoint 2
Sustainability
Checkpoint 3
Sustainability
Checkpoint 4
Sustainability
Checkpoint 5
Sustainability
Checkpoint 6
Sustainability
Checkpoint 7
Information
Exchanges
Strategic Brief.

Project Strategies,

Cost Information.

of the project.
As-constructed
Information.
Information.
As-constructed
Information updated
client Feedback and
developments.
UK Government
Information
Exchanges
RIBA
37
hanges task bar switched off

UK Government Information Exc
Example 1
Practice-specic Plan of Work
Stages
This practice version of the RIBA Plan of Work 2013 has been prepared by Architecture Practice ABC
for use on its small-scale projects. It has been prepared on the basis of a traditional procurement route.
38
Stages
This project version of the RIBA Plan of Work 2013 has been prepared by Architecture Practice DEF for use
on its Project XYZ. It has been prepared on the basis of a two-stage design and build procurement route.
Strategic
Definition
Preparation
and Brief
Concept
Design
Developed
Design
Technical
Design
Construction
Handover
and Close Out
In Use
Core
Objectives

requirements.


Programme. Agree

specications, Cost
Design Programme.

Programme.

they arise.
Procurement


project team.
Tender and selection of

preferred contractor for
pre-construction services.
Building Contract awarded

on basis of Contractors
Proposals. Scope of design
team information issued pre
and post contract award to
be agreed.
of progress.
Establish
h Project Programme. Review Project Programme.
Review
Project
Programme.
R
Pr
roj
Stages 4 and 5 overlap in accordance

with Design and
ordance
ord
a
Construction Programmes.
cation discussions.
Pre-application
Planning applica
plic tio made
application
at end of stage usin
using Stage
3 output.
Planning conditions reviewed following

granting of consent and, where possible,
concluded prior to starting on site.

previous projects.

Review and update

and Operational and
Risk Assessments.
Review and update

and Operational and
Risk Assessments.




Execution Plan.


Execution Plan.
Tasks
Programme
P
*Variable task bar
*V
(T
(Town) Planning
Planning application Stage 3
*Variable task bar

*V
S
Suggested
K
Key Support
Tasks
T
s age
o st
Twodesign
and build t
procuremen
route

Sustainability Checkpoints
b switched off
task bar
Review and update
Safety Strategies.
Review Construction
Strategy, including
Review and update

Building Contract.
Stages 4 and 5 overlap

future projects.
Updating of Project

Updating of Project
buildings life.

Sustainability
Checkpoints
Information
Exchanges
Strategic Brief.

Project Strategies,

Cost Information.

of the project.
As-constructed
Information.
Information.
As-constructed
Information updated
client Feedback and
developments.
Not required.
Required.
Required.
Required.
Not required.
Not required.
Required.
As required.
UK Government
Information
Exchanges
hanges task bar switched on

UK Government Information Exc
RIBA
Example 2
Project-specic Plan of Work
*V
V
*Variable
task bar

in accordance with
How is a Plan of Work created if the procurement strategy is not nalised at

the end of Stage 1?
While it is recommended that a project-specic Plan of Work is created by the
end of Stage 1, the pull-down options in the electronic version allow a degree of
exibility. If the procurement strategy, the (town) planning strategy or the Project
Programme has not been determined by the end of Stage 1, a holding bar can be
placed in the project-specic Plan of Work and a new Plan generated when these
items have been nalised.
What happens if fabrication drawings need to be reviewed as part of the

tender process?
Fabrication drawings would typically be reviewed during Stage 4. There may be
a need to review proposals prepared by specialist subcontractors earlier. It is
crucial to remember that the RIBA Plan of Work is a guidance document only
and that it cannot possibly deal with the specic needs of every project. Detailed
Schedules of Services and Project Programmes are required to address each
projects precise requirements, as well as the other tools detailed in Chapter 3.
Will the reduction from three to two delivery stages impact on the quality
of design produced?
It is clear that the former Stage E wording has been interpreted and used in
many different ways. The new Stage 3 Developed Design and Stage 4 Technical
Design, aligned with the use of Information Exchanges, provide clarity, but in
different ways. The Stage 3 design should be coordinated and this provides
greater clarity regarding the status of the overall design. Depending on their
working methods, the architect may require the production of exemplar or key
details, which are crucial to the design at Stage 3. The core difference is that
the information to be produced at Stage 3 will be strategically agreed at Stage 1,
along with the fee levels.
39
Chapter
Establishing your
project team
How do these changing roles impact the RIBA Plan of Work?
Conclusion
Chapter 1 highlighted the fact that the rst RIBA Plan of Work published in 1963
was a Plan of Work for Design Team Operations. One aspect in the evolutionary
development of the RIBA Plan of Work 2013 is acknowledging the cultural shift
from the design team to the project team. Before considering the subtle differences
between these two teams it is important to examine why this shift has occurred:
s Clients vary: some have not interfaced with the design and construction
process before; others are sophisticated, dealing with designers and
contractors on a daily basis.
s More design work is undertaken by contractors specialist subcontractors,
creating greater overlap of design and construction activities.
s The trend towards greater consideration of post-occupancy aspects impacts on
the design process and requires more input from clients.
ign tea
Des
m
The project team comprises:

Con
tra
r
cto
Project
team
ent
Cli
42
The themes set out in this chapter are dealt with in greater depth and detail in the
RIBA publication Assembling a Collaborative Project Team, which is designed to
be complementary to this book.

The client might be:
s an individual who is undertaking their rst, and perhaps only, project
s a party with in-house design professionals, well-versed in the processes
s an organisation that outsources most aspects of the management to a
design team
s an entity that undertakes all of the aspects of a project, including design,
construction and operation.
This diversity of client types and the varying degree of experience that can be
encountered creates complications in the early stages of a project as the type of
advice and skills that a particular client requires will vary. In certain situations the
client may use the services of a RIBA Client Adviser to assist them with developing
the Strategic Brief or assembling the project team. Some clients may need a lot
of advice regarding the design, construction and in-use stages and associated
processes. Others will not require any advice and will prepare detailed tender
documents, incorporating their own stringent processes, before procuring the
services of the design team and the contractor. Many clients have staff or advisers
who will consider the maintenance and operational aspects of a project during the
design process. On certain projects, funders or other stakeholders and advisers
may also be part of a clients decision-making process.
In summary, the type of client has a fundamental effect on how the project team is
assembled.

The role of the contractor has also evolved since the inception of the RIBA
Plan of Work. The contractor is now frequently involved earlier in the design
process and is often responsible for some or even all aspects of the design.
Both of these factors have required contractors to acquire new skill sets and
to develop processes that enable them to have a better understanding of the
risks associated with a particular design as it develops. This changing role also
requires a closer interface with the design team. The contractors role will vary
depending on the clients particular views on this subject and therefore deciding
the timing for involving the contractor and determining what design aspects the
contractor may be responsible for are core project decisions.
43
44
The design team has not been immune to change either. A design team, particularly
on larger projects, currently incorporates more individuals and parties, and many of
the roles that are undertaken may be carried out by a number of parties. A greater
number of specialist consultants are likely to be involved and a variety of options
are available for determining who employs each member of the design team.
The design team typically comprises:
s the core designers the architect and structural and building services engineers
s the project lead and lead designer
s the cost consultant
s health and safety advisers and the building contract administrator
s additional consultants providing specialist advice
s additional consultants providing strategic advice, including client advisers.
How do these changing roles impact the RIBA Plan

of Work?
The RIBA Plan of Work 2013 addresses the shift from design team to project team by
setting out the tasks that need to be undertaken by the project team. It should be
remembered that the RIBA Plan of Work 2013 is not a list of tasks for a particular
party and that it is not intended to be a contractual document. It sets the scene for
the preparation of the detailed documents that accompany professional services
contracts (appointments) and the Building Contract and that will be used for the
successful running and management of a project.

The RIBA Plan of Work 2013 makes reference to a number of terms associated
with assembling the project team a process which should be undertaken at
Stage 1 and this chapter provides a brief overview of these. Properly assembling
the project team ensures that:
s design work can be undertaken without any ambiguities in terms of responsibility
45
s clients can be certain that they have made sufcient allowances for fees, with the
design team condent that their fee relates to the resources required to deliver the
detailed Schedule of Services
s clients can proceed with condence that the means of engaging the design
team and contractor have been fully considered, and
s every party is clear about their responsibilities and the information that they will
deliver at each stage.
Regardless of how the initial chemistry was created, assembling a project team
requires clarication of who will do what, and when and how they will do it. Figure
3.1 illustrates how the documents referred to in the RIBA Plan of Work 2013 relate
to professional services contracts and Building Contracts.
Client
Why
Project Brief and
Budget Client Questions
Professional Services
Contracts
Who
Project Roles Table
Contractual Tree
What
Information Exchanges
Matrix
Schedule of Services
Building and Operational

Contracts
When
Project Programme
Design Programme
Construction Programme
How
Common Standards
RIBA Plan of Work
Figure 3.1 Strategic relationship between core RIBA Plan of Work 2013 documents,
the clients documents and the various contracts required
The documents detailed in Figure 3.1 are referred to in the RIBA Plan of Work
2013. They have been conceived as a kit of parts that allows the Who, What,
When and How aspects to be considered and addressed as part of assembling
the project team. More importantly, they have been compiled in a manner that
allows them to be used and integrated with any professional services contracts
and Building Contracts. These documents can be derived from different sources;
however, Assembling a Collaborative Project Team considers the process for
preparing them and provides a template for each document. A project manager or
architectural practice may wish to use their own in-house documents or combine
templates from other sources with some of the tools set out in Assembling a
Collaborative Project Team. The important consideration is to address the subject
matter before Stage 2 commences.
46
The composition of the project team will depend on the clients experience, their
knowledge and expertise, their attitude to risk, the importance of design to a
particular project, the scale and nature of the project and how much management
the client intends to carry out themselves.
While the groundwork can be carried out at Stage 0, the RIBA Plan of Work 2013
strongly advocates the denition and assembling of the project team during
Stage 1. This ensures that the roles and responsibilities of each organisation are
clear before design work commences at Stage 2 Concept Design. The rationale is
simple: if the work of each party is properly dened, design management time can
be focused on the iterative design process.
The various tools set out in Figure 3.1 to deal with who does what, when and
how are now considered in greater detail.
Who
A number of roles are required on every project. Core roles include:
s client
s project lead
s lead designer
s architect
s building services engineer
s civil and structural engineer
s cost consultant
s construction lead
s contract administrator
s health and safety adviser.
In addition to these core roles, specialist input may be required in relation to
design or information management, masterplanning, sustainability, landscaping,
planning, re engineering, external lighting, acoustics, catering or other specialist
and support roles. Even on a small project a specialist might be required; for
example, an acoustician to comment on particular details adjacent to a boundary
and in line with comments arising during planning discussions.
Project Roles Table

The Project Roles Table is a tool that identies the roles required at each stage
and the party responsible for each role. The process required to create the table is
complicated because:
s some roles can be undertaken by a number of parties
s a commission may be restricted in its nature (i.e. up to the submission of a
planning application), and
s certain roles may not be required throughout all of the project stages.
However, once the Project Roles Table is prepared, the composition of the project
team should be clear, allowing detailed Schedules of Services to be prepared.
Preparation of the Project Roles Table requires consideration of when the
contractor will be involved. This is an important decision as it will inuence who
undertakes certain roles at certain stages. To clarify this issue, the procurement
options available when selecting the Procurement task bar as part of the process
of producing a practice- or project-specic Plan of Work have been developed on
the following basis:
s contractor involvement at the start of Stage 2 Concept Design contractor-led
contract
s contractor involvement at the start of Stage 3 Developed Design two-stage
design and build contract/management contract
s contractor involvement at the start of Stage 4 Technical Design one-stage
design and build contract
s contractor involvement during Stage 4 Technical Design traditional contract.
On some projects the circumstances may dictate that the contractor becomes
involved in the middle of a stage. The RIBA Plan of Work 2013 cannot
accommodate every single situation that will arise and the specic detail in
these situations should be dealt with using the Project Programme, Information
Exchanges and the other tools imbedded into the Plan.
Contractual Tree
Different contractual arrangements can arise from a single Project Roles Table:
for example, the lead designer appointing members of the design team rather
than the client. It is for this reason that the RIBA Plan of Work 2013 advocates the
preparation of a separate Contractual Tree diagram that clearly illustrates who is
contracted to whom.
47
48
What
Once the allocation of roles at each stage has been agreed and the Project
Roles Table prepared, together with the Contractual Tree to clarify contractual
relationships, the preparation of a Design Responsibility Matrix and Schedules
of Services, as well as agreement on the Information Exchanges, can progress.
These are important documents as they impact on the fees of each party and
ensure that the design can proceed without any ambiguities regarding who is
doing what. The purpose of each of these three core tools is summarised below.
Design Responsibility Matrix

The Design Responsibility Matrix considers and allocates responsibility for
each aspect of the design. A template for the matrix is included in Assembling
a Collaborative Project Team. The matrix, and early clarity regarding design
responsibilities, achieves a number of goals:
s It ensures that each designer is clear about their design responsibilities and the
level of detail to be achieved for each aspect they are designing, enabling their
drawings and specications to be prepared accordingly.
s It ensures that the contractor is aware of any design responsibility obligations to
be included in the Building Contract.
s It allows fees to be properly apportioned and considered by each party.
s It reduces any ambiguities about responsibilities, minimising the possibility
of disputes later in the design process, when the project team is likely to be
working at out.
It is, of course, difcult to apportion precise aspects of the design before a design
exists; however, the Design Responsibility Matrix allows responsibility to be dened
generically at the start of the project based on experience from previous projects.
The Design Responsibility Matrix can then be revisited as the design progresses
and adjusted to reect any changes in design responsibility that may be necessary.
For smaller practices that frequently work with the same structural engineer or
other designers, and that perhaps use the same products and/or assemblies
from project to project, the Design Responsibility Matrix can be generated and
then used from one project to the next. The matrix ensures that any design
responsibility being allocated to the contractor is clear from the outset, both to the
client and to other members of the project team, including the contractor.
The lead designer must pay particular attention to the Design Responsibility
Matrix as the matrix may affect their ability to carry out their duties and needs to
dovetail with the Schedule of Services for the performance of this role.
It is important to remember that the timing of contractor involvement does not

necessarily dictate the contractors responsibilities for design: design and build
forms of procurement allocate all design responsibility to the contractor whereas
traditional contracts result in design responsibility remaining with the designers,
although discrete elements of design responsibility may be allocated to the
contractor (for example, Performance Specied Work in JCT Building Contracts).
Information Exchanges
The means of dening Information Exchanges (the information and level of detail
produced at the end of each work stage) is one of the crucial topics to emerge
from the development of the RIBA Plan of Work 2013. The information exchanged
at the end of a stage can vary for good reason. For example, one residential
client may only want a set of drawings for obtaining planning and building
control approvals. Another may want detailed interior designs and full-sized
joinery details. Some may require y-through videos, models and sophisticated
renderings in order to sign off the Concept Design at Stage 2. For this reason, the
RIBA Plan of Work 2013 advocates that during Stage 1 the Information Exchanges
at the end of each stage are agreed, along with the level of detail to be produced.
The template in Assembling a Collaborative Project Team has been developed
to assist in this process. Aligned with the Schedules of Services, a Design
Programme and the Design Responsibility Matrix, it provides a comprehensive kit
of parts for those undertaking the lead designer role.
What is meant by level of detail?

Although CAD information is produced full size, it is typically issued or exchanged
as drawings in hard (prints) or soft (electronic) formats with the level of detail
added to the CAD model dictated by the scale of the output (i.e. 1:100, 1:50, 1:5,
1:2, etc.). BIM changes this approach since such outputs are no longer required
(although it is likely that 2D slices through a model will continue to be used as
contractual documents for some time). The level of detail question therefore
progresses from an issue of scale to one of purpose. For example, if the model
is being used for design discussions with a client, one level of detail is required
in the model whereas a model being handed over to a specialist subcontractor
(for example, to develop the curtain walling) requires a different level of detail.
As this transitional subject is in an embryonic state, the Information Exchange
table is conceived in a manner that considers the output scale. The transition to a
digital level of detail is considered further in Chapter 6. An additional complexity
is the correlation between the Design Responsibility Matrix and the Information
Exchanges because the level of detail issued at Stage 4 by the core designers for
work that will be undertaken by a specialist subcontractor, also during Stage 4,
differs from the level of detail required to construct directly on site during Stage 5.
49
50
Schedules of Services
With the extent of design responsibility for each member of the project team
covered in the Design Responsibility Matrix and the information to be produced at
the end of each stage claried in the Information Exchanges, the last component
of the What aspects are Schedules of Services for all members of the project
team. These schedules do not need to focus on how the members of the project
team will achieve their design output; however, they are required to bring clarity on
project management or design management issues. For example, the project lead
may require specic management tasks to be undertaken and reporting regimes
followed, and the lead designer may require other members of the design team to
undertake certain duties at each stage, to be certain that coordination exercises
are properly facilitated.
Schedules of Services will also be required to ensure that the services required
during the brieng stages (Stages 0 and 1) are clear to each party who may be
undertaking these duties. More importantly, where Project Outcomes are stated
in the brief, any duties required to measure and monitor the completed project,
or indeed any other project-specic post-handover duties, must be clear and
included in the fee proposals of the relevant parties.
When
Programmes have historically not been an essential component of professional
services contracts. The crucial cultural shift that the RIBA Plan of Work 2013
introduces is that the Project Programme and the related Design and Construction
Programmes are all now important contract documents.
The Project Programme sets the strategic periods from brieng to project handover.
It highlights to all parties the periods during which they have to undertake their
specic duties. It may identify activities that overlap and create risk and it is
therefore essential that the Project Programme is prepared and agreed prior to
any appointments being made.
The lead designer may also wish to prepare a Design Programme to assist in the
management of the design. This programme, and the Construction Programme
prepared by the contractor, should adhere to the dates set out in the more strategic
Project Programme.
How
The need for project protocols and processes will depend on the size and
complexity of a project and the number of organisations involved. However, even
on a small project a Project Execution Plan can be a useful document and can
be used to corral contact information, the Contractual Tree (project organogram),
communication protocols or other information that may be of use to the client and
the project team. On larger projects, the document might be referred to as the
project quality plan. Regardless of its name, the contents should be similar and
might, as a minimum, contain:
s a description of the project (a summary of the brief)
s a project directory (containing contact names and details)
s the Project Roles Table
s the Contractual Tree
s the Design Responsibility Matrix
s Information Exchanges
s the Project Programme (Design and Construction Programmes might be
included or referred to)
s the Communication Strategy
s company organisation charts (details of each partys team on larger projects)
s the Technology Strategy (detailing the software, and hardware, that will be used)
s CAD/BIM manual (detailing drawing numbering or other CAD/BIM protocols),
and
s Change Control Procedures.
Historically, practices have utilised their own internal processes; however, BIM
requires a project team to utilise Common Standards and working methods,
a process that is complicated by compatibility and interoperability issues. The
Technology Strategy, Communication Strategy, CAD/BIM manual and Change
Control Procedures are therefore crucial components of the Project Execution
Plan. These topics are considered in greater detail in Chapter 6.
Depending on circumstances, the Project Execution Plan may be contractual or
non-contractual. It may also make reference to a number of British Standards and
other industry standards. These standards are considered further in Assembling a
Collaborative Project Team.
51
52
Conclusion
The documents detailed in this chapter have been considered in a manner that
allows the best possible project team to be created in line with a clients particular
objectives. The documents can be applied regardless of project size and can
accompany professional services contracts and Building Contracts.
The project team can then progress to Stage 2 condent in the knowledge that
many of the issues that typically arise and cause problems on a project have
already been addressed.
Chapter
Defining whole
life costs
How does the RIBA Plan of Work 2013 assist consideration of whole life costs?
What is the relationship between whole life costs and Project Outcomes?
54
The RIBA Plan of Work 2013 places greater emphasis on what happens post
handover, when a building is in use, than previous versions of the Plan of Work.
This includes considering the services that facilitate a successful handover and
services which assist with the ne tuning of operational aspects until a building is
performing as anticipated.
It takes into account whole life costs, including the running costs of the building,
and also extends to consideration of softer issues, such as the impact of the
building on its occupants, users and surroundings. All of these matters can be
seen as the Project Outcomes.
Importantly, the RIBA Plan of Work 2013 considers the tasks that must be undertaken
in earlier stages in order to facilitate these outcomes. They are integral to the design
process and have a signicant bearing on a projects long-term success.
Whole life costs are considered in this chapter while Project Outcomes are dealt
with in Chapter 5 and the importance of the Handover Strategy in Chapter 7. There
are various overlaps between these subjects and with other subjects, such as
sustainability. Some of the points made therefore apply holistically and not just to
one of these particular subjects.
Before considering whole life costs (also referred to as life cycle costs) it is
crucial to consider traditional design processes, the factors that inuenced the
introduction of whole life costs and the cultural barriers to their integration into
a holistic design process.
On the majority of projects, the Concept Design progresses once the Initial
Project Brief has been agreed with the client. As part of the brieng process a
Project Budget will be set and the designers, as part of their Schedule of Services,
will be required to produce a design that meets this budget. This is typically
achieved by the issue of regular cost estimates, usually produced by the cost
consultant, as the design progresses, with the latest cost estimate signed off
at the end of each stage, along with the design proposals. The cost estimate is
ultimately replaced by the contractors tender and this cost (which may not be
nalised until after the building has been handed over) is typically referred to as
the capital cost (or CAPex) of the building.
Cost estimate
The latest estimate for the capital cost of a building.
Capital cost (CAPex)

The CAPex or capital cost of a building is the cost of its construction, which is
typically the cost agreed with the contractor and specied in the Building Contract
for the construction of the project.
In recent years, it has become more commonplace for Schedules of Services to

include obligations to consider whole life costs. The procurement of projects under
the Private Finance Initiative (PFI) was a key driver in this trend as the contracts that
were tendered included allowance for the running costs of the building for a period
of time, typically 25 or 30 years. There was, therefore, a business imperative for the
consortium (typically a funder, a facilities management provider and a contractor)
to reduce such costs, also known as operating costs (or OPex). The sustainability
agenda has provided further impetus on this subject: a building that is run more
cost effectively is inevitably more benecial in environmental terms. Many design
aspects of a project can deliver reduced operating costs without increasing capital
costs. However, in many instances the additional capital costs can only be justied if
the payback period warrants the additional expenditure.
Operating costs (OPex)

The OPex or operating costs are the costs associated with the maintenance and
operation of a building and its associated activities. The OPex and CAPex are
closely related as the specication of certain aspects of the constructed building
has a direct link to its running costs.
Payback period
If an item with a capital cost of 1,000 (a control panel for a boiler, for example)
delivers a reduced annual running cost of 100, then its payback period is 10 years.
In considering whether this capital expenditure is justied, the client needs to take
this period into account. For example, if the client intends to move house in 5 years
time, they may decide that the expense is not justied. However, they may also
decide that as the item will improve the house in terms of its environmental impact
the costs can be justied and that they will be recouped when the house is sold on.
The whole life agenda has been driven and moved forward by owner-occupiers,
who, like PFI operators, can take a view on the capital costs, particularly where
an increase to the Project Budget may be required to reduce the operating costs.
Conversely, the Achilles heel in the shift towards considering operating costs is that,
in many instances, the party responsible for the capital costs will not be bearing the
operating costs and there is therefore no incentive for them to reduce these costs.
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For example, a developer constructing an ofce block or shopping centre and

renting the space, or constructing a block of ats and selling them on completion,
has little incentive to increase the capital costs. However, sustainability legislation
requires greater consideration of environmental issues and, in turn, operating costs,
and as tenants or purchasers become more concerned with environmental matters
and running costs, these trends will shift.
How does the RIBA Plan of Work 2013 assist

consideration of whole life costs?
While the RIBA Plan of Work 2013 does not specically include the term whole life
costs it encourages greater consideration of this subject and emphasises it in a
number of ways.
Initial Project Brief

The Stage 1 Core Objectives require the development of Project Outcomes and the
Project Budget. Both of these aspects have an inuence on whole life costs, as set
out below.
Project Outcomes
Financial outcomes can be core Project Outcomes. This topic is covered in the next
chapter.
Project Budget and Cost Information

The Project Budget does not need to be restricted to capital costs. It might include
the cost of the design fees and may also include annual maintenance fees that will
be allocated when the building is in use. The capital costs themselves may be split
into a number of subject headings: for example, advance utility improvements or
furniture installations after the main Building Contract has been concluded. Similarly,
Cost Information may comprise the latest cost estimate of the capital costs, as well
as more holistic cost exercises. The scope of Cost Information and the associated
advice will depend on the specic project requirements of the client and the associated
services of each member of the design team.

The RIBA Plan of Work 2013 advocates the preparation of a Maintenance and
Operational Strategy as part of the design process. As well as being a health
and safety requirement, it ensures that the operating costs have been properly
considered as part of the design process. In some instances, the cost consultant
may be required to calculate high-level running costs based on the Maintenance
and Operational Strategy. This can provide the client with greater reassurance that
the developing design ts in with their long-term cost parameters.
This strategy is explained in greater detail in Chapter 8.
What is the relationship between whole life costs

and Project Outcomes?
Savings to design and capital costs can be a false economy if those savings result
in increased operating or other in-use project costs, such as the costs associated
with those working in a building. This principle is illustrated in Figure 4.1, and whilst
there is currently insufcient benchmarking data available to accurately illustrate the
ratios between each circle, this gure diagrammatically makes this point. However,
it is anticipated that as benchmarking initiatives grow with the increase in the use
of Project Information post occupancy it is likely that this subject will be analysed in
greater depth and that these ratios will be better understood. As set out in the next
chapter, nancial or economic costs are an important aspect of Project Outcomes.
Figure 4.1 Project costs related to each aspect of the design, construction and in-use
phases
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Chapter
Project
Outcomes
How does the RIBA Plan of Work 2013 encourage consideration

of Project Outcomes?
What is the relationship between value and outcomes?
Conclusion
60
Operating costs are, of course, just one aspect of the whole life cycle of a
building and just one of a number of Project Outcomes. Project Outcomes are
all those changes that take place as a direct result of a project, bringing benets
not just in relation to cost but to a number of other subjects, including social
and environmental factors. It is becoming increasingly important to give full
consideration to Project Outcomes and they are therefore given due prominence
in the RIBA Plan of Work 2013.
The successful achievement of the Project Outcomes stated in the Initial Project
Brief will be particularly obvious where a client is commissioning a new building
and moving from one facility to another, as direct comparisons can be made, but
it is not always so easy. Project Outcomes that might be stated in the Initial and
Final Project Briefs might include:
s reduced reoffending rates in a prison
s reduced post-operative recovery times in a hospital
s better exam results in a new school, college or university
s increased footfall for a shopping centre
s an increase in borrowing in a library or increased diversity of users
s more use being made of community spaces
s an improvement in collaboration between departments, or
s better environmental performance.
From the list above it can be seen that the number of potential Project Outcomes
is endless. Determining the desired Project Outcomes is an essential brieng
skill and stating them in the Initial Project Brief provides added focus to the
design stages as the design team considers how the Project Outcomes can be
achieved. Indeed, Research and Development may be required in order to assist
in the design process. For example, recent research in relation to hospitals has
considered how colour inuences hospital environments and how the recovery of
patients and infection control are improved by single-bed patient rooms. Project
Outcomes, however, must be focused: too many might mean that design activities
fail to target the most important aspects, and too few could lead to opportunities
to harness the design process more effectively being lost.
Well dened Project Outcomes are an essential part of a circular design process,
providing Feedback to help inform future projects, and clients who undertake repeat
projects understand their benets. In these circumstances, further rigour needs to
be applied as the Project Outcomes must be measurable in order to determine if
they are successfully achieved and capable of being benchmarked against other
similar projects to allow increasingly robust outcomes to be stated in successive
briefs. Measuring also facilitates sharing of information and continual improvement.
Measuring can be objective or subjective. For example, energy usage targets can
be objectively measured, whereas the success of a play space is a subjective
topic, although user surveys can provide a more objective evaluation if they are
carried out in both the old and the new environments. Design Quality Indicators
are another example of bringing objectivity to bear on aspects of Project
Outcomes and Project Performance and allowing trends or comparisons across
a number of projects to be made.
Successful Project Outcomes in certain areas may be the result of a number of
factors. For example, where teaching has improved in a new school (in line with
the Project Outcomes stated in the Project Brief), is this improvement a result of
the new environment, the quality of the new environment, the methods of a new
head teacher or a combination of all three?
How does the RIBA Plan of Work 2013 encourage

consideration of Project Outcomes?
There are four important activities in the RIBA Plan of Work 2013 that encourage
the use of Project Outcomes as well as ensuring that, once the desired outcomes
have been established, they are achieved.
Writing the Initial Project Brief

Developing Project Outcomes, as part of the brieng process during Stage 1, for
inclusion in the Initial Project Brief is a core RIBA Plan of Work 2013 requirement.
In determining the Project Outcomes it is essential to consider how they might
become obligations that are included in professional services contracts or in the
Building Contract. Whether they are contractual obligations or not will depend on
how easy it is to ascertain compliance once the building has been handed over.
For example, subjective topics, such as the quality of space, will be difcult to
enforce contractually. Conversely, stated environmental parameters may require
monitoring over a period of time before compliance can be determined.
Project Outcomes sit within three broad categories: environmental, economic and
social. They might be considered in the Initial Project Brief as follows:
s Environmental: the brief would set out the key energy performance targets to
be measured in the post-occupancy period once the seasonal commissioning
process has been completed. These measurements will be essential as we
move towards a lower carbon economy.
s Economic: as well as measuring the capital and operating costs of the
completed building, the costs of the building in use will be measured. These
costs might include direct staff or other costs associated with the operation of
the business.
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s Social: the social outcomes of a building are harder to set and even harder
to measure. The key is to consider ways in which these outcomes might be
measured (for example, by undertaking surveys or interviews) in order to
determine the effectiveness of the design and how such metrics might be
compared between similar buildings.
Review of Information Exchanges

As the design progresses, it important to review the Information Exchanges
against the Project Outcomes stated in the Initial Project Brief. This is particularly
important at the end of Stage 2 as it is essential that the Concept Design is
aligned to any Project Outcomes stated in the Final Project Brief.
Reviewing Project Outcomes

While stating that the desired Project Outcomes provide a useful brieng tool
that can be used in isolation, it is only by measuring the nished building, or
output, against these outcomes that the true success of a project, regardless of
any contractual obligations, can be assessed. For this process to be effective
it is important to consider how each of the desired Project Outcomes will be
measured. This should be carried out during the brieng stage to gain maximum
benet. Stating the means of measurement ensures greater focus during design
and construction, as each party considers how their contributions will be
measured post occupancy.
Considering Schedules of Services

Greater focus on Project Outcomes is a relatively new issue. It is therefore
essential that when Schedules of Services are being considered the right tasks
are included as part of assembling the project team to ensure that adequate fee
allowances are made and to make certain that each party is able to contribute to
this valuable process as necessary.
What is the relationship between value and

outcomes?
Of course, the consideration of outcomes in general is not new. For some time
both the RIBA and CABE have stressed the importance of considering the value
of a nished project and how good design can add value to a completed project.
This underlines the fact that good design is an essential component in the pursuit
of better Project Outcomes.
RIBA Value Toolkit

The RIBA Value Toolkit has been developed to assist practices to articulate the
benets of well-conceived design and the value that it can add to a project.
It is downloadable free to RIBA members and chartered practices. While it is a
standalone tool, it is a companion to the RIBA Quality Management toolkit.
The RIBA Value Toolkit references the six types of value set out in the CABE Value
Handbook. These are:
s exchange value (economic value)
s use value
s image value
s social value
s environmental value
s cultural value.
CABE Value Handbook

The CABE Value Handbook is a practical guide, showing how public sector
organisations can get the most from the buildings and spaces in their area.
It brings together essential evidence about the benets of good design and
demonstrates how a clear understanding of the different types of value
created by the built environment is the key to realising its full potential (see
www.cabe.org.uk/les/the-value-handbook.pdf).
Conclusion
In summary, Project Outcomes are an essential brieng tool for the design process.
If they are properly considered they can be measured once a project has been
handed over and the effectiveness of the design and construction processes
can be analysed. In some instances, the Project Outcomes may be contractual
and included in the Building Contract or the professional services contracts.
This practice is more commonly used where the outcomes can be objectively
measured. The successful consideration of whole life costs and Project Outcomes
results in reduced costs to a client and, just as importantly, better social and
environmental results can be achieved in parallel with these reduced costs.
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Chapter
Harnessing Building
Information Modelling
(BIM) using the Plan
Why is the brieng process different on a BIM project?
How does a BIM project benet from a well-assembled team?
How do the task bars and dened tasks in the RIBA Plan of Work 2013
benet BIM projects?
What other aspects of the RIBA Plan of Work 2013 are crucial
on a BIM project?
Conclusion
66
Building Information Modelling (BIM) is radically altering the way that we design
buildings. While early BIM projects harnessed the potential of emerging software
to create buildings with more complex geometries, the acronym BIM is now being
used as a wrapper to discuss many subject matters and as a catalyst for change.
In the UK, the Government Construction Strategy (published in May 2011, see
www.gov.uk/government/publications/government-construction-strategy) has
provided the impetus for many current BIM initiatives. A number of pilot projects
are under way and new standards and protocols are being discussed, developed
and published. The emergence of BIM has to be set within a broader context:
the ongoing development of internet and associated technologies which are
radically altering many business models (for example, consider recent changes
to publishing, the music industry and the retail sector). Economist Jeremy Rifkins
vision, in his publication The Third Industrial Revolution, is endorsed by the
European Parliament and underlines the radical changes that are occurring.
Designers are nally reappraising their working methods. Computer-aided design
(CAD) replicates the analogue processes applied to the drawing board. BIM
(despite its rather anonymous acronym) is championing a more revolutionary
process and moving design into the digital age. Although more long-winded, BIM
might be better dened as the means of harnessing technological change and
developing new ways of brieng, designing, constructing, operating and using a
facility; in other words, creating a new Plan of Work.
At rst glance, particularly for those accustomed to the jargon associated with
BIM, the RIBA Plan of Work 2013 may not appear to be greatly inuenced by BIM.
However, the RIBA Plan of Work 2013 has been conceived in a manner that works
with the most progressive of BIM projects. Conversely, the RIBA Plan of Work
2013 has also been devised to accommodate the transitional phase that allows a
practice or project to incrementally change their working methods from analogue
to digital.
BIM Levels
Level 0 (L0)
Level 0 BIM is the use of 2D CAD les for production information; a process that
the majority of design practices have used for many years. The important point
to be derived from L0 is that Common Standards and processes in relation to the
use of CAD failed to gain traction as the use of CAD developed.
Level 1 (L1)
Level 1 BIM acknowledges the increased use of 2D and 3D information. For
architects, 3D has increasingly been used as a conceptual design tool for analysis
and development of more complex geometries and for visualisation of the nished
project. This form of BIM, where only one party utilises the benets of the model,
is frequently referred to as lonely BIM. With L1, the use of 3D models by trade
contractors also became more commonplace, with, for example, mechanical and
electrical (M&E) contractors embracing BIM to enhance their design processes
and to assist in the resolution of coordination issues during the design phase
rather than waiting for the design to be realised on site. In terms of processes, L1
embraced the need for Common Standards to sit alongside design processes,
including BS 1192:2007, #OLLABORATIVEPRODUCTIONOFARCHITECTURALENGINEERINGAND
CONSTRUCTIONINFORMATIONn#ODEOFPRACTICE.
Level 2 (L2)
Level 2 BIM requires the production of 3D information models by all key members
of the collaborative project team. However, these models need not co-exist in a
single model. By understanding and utilising BS 1192:2007, designers can ensure
that each designers model progresses in a logical manner before it is used by
another designer or a designing subcontractor within the federated model (which
combines the individual design team members' models). It is not anticipated
that the legal, contractual or insurance issues will change for L2 but it is fair to
say that L2 BIM does expose some of the deciencies of current contractual
documentation. For example, the project roles need greater consideration and the
allocation of design responsibilities between the various designers and contracting
parties has to be clearer. The outputs, or Information Exchanges, at each stage
will also require greater denition. L2 BIM requires better integration of the design
team and the designing subcontractors, with collaborative project teams adopting
Common Standards under new forms of procurement that employ plug and play
working methods.
Level 3 (L3)
With L2 acting as the boundary between analogue and digital processes, it is
likely that there will be an evolution to L3 BIM rather than a leap. The boundary
between L2 and L3 will see the development of:
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s early rough and ready design analysis on environmental performance,

minimising iterative design time
s cost models that can be quickly derived from the model using new costing
interfaces
s automated checking of building models for Building Regulations compliance
and/or other technical standards
s methods of analysing health and safety aspects associated with the
construction and maintenance of the building in parallel with the design, and
s asset management, key performance indicators and other Feedback
information aligned with intelligent brieng enabling information in the model to
be developed during design and used as part of a more sophisticated handover
(Soft Landings) approach and to inform and improve future projects.
Design processes will continue to be developed to their next level of renement
so that there are clear and established methods setting out how many parties can
work in the same model environment at the same time. These processes will be
aligned with better Schedules of Services and responsibility documents and ways
of assembling the project team.
The 2012 BIM Overlay to the RIBA Outline Plan of Work 2007 provided a useful
overview of the different levels of BIM as dened in the Bew-Richards BIM
maturity diagram in Figure 6.1, and highlighted the fact that, in order to progress to
L2 BIM and onwards to L3, the following were required:
s collaborative and integrated working methods and teamwork to establish closer
ties between all designers on a project, including designing trade contractors
s knowledge of databases and how these can be integrated with the building
model to produce a data-rich model incorporating specication, cost, time and
facilities management information
s new procurement routes and forms of contracts aligned to the new working
methods
s interoperability of software to enable concurrent design activities (for example,
allowing environmental modelling to occur concurrently with orientation and
faade studies)
s standardisation of the frequently used denitions and a rationalisation of the
new terms being developed in relation to BIM, and
s use of BIM data to analyse time (4D), cost (5D) and facilities management (6D)
aspects of a project.
Figure 6.1 BIM maturity diagram (source: Bew and Richards, 2008)
The 2012 BIM Overlay to the RIBA Outline Plan of Work 2007 also:
s noted that better brieng, including Project Outcomes, was essential
s highlighted the need for teams to be collaborative and integrated
s stressed the need to dene responsibilities, Schedules of Services and
organograms early in the design process
s underlined the need to rene old, and dene new, project roles, particularly
those related to design leadership
s acknowledged the need to identify BIM procedures and protocols
s emphasised the need to consider design responsibility
s set out the possibilities for new post-occupancy duties
s introduced the need for information drops and a delivery index (now Information
Exchanges), and
s considered the importance of Construction and Design Programmes.
The RIBA Plan of Work 2013 develops these themes further. There are two core
statements that set out how the RIBA Plan of Work 2013 facilitates best practice in BIM:
Better brieng processes result in more effective designs that are more
focused on the clients objectives and desired Project Outcomes.
Properly assembling the project team is the backbone of a collaborative
team and results in each party understanding what they have to do, when
they have to do it and how it will be done.
In this chapter we consider these two topics in greater detail.
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Why is the brieng process different

on a BIM project?
Brieng processes vary but their aim is the same: to obtain sufcient information
from the client to allow the design process to commence in a constructive manner.
The RIBA Plan of Work has always acknowledged that design is iterative and that
aspects of the brief may develop as design solutions are developed. The information
used to develop the Concept Design may include:
s an area schedule dening the clients spatial requirements
s details of important spatial relationships (for example, between a kitchen and a
dining space in a house or the waiting areas in relation to clinical spaces in a hospital)
s information on subjective themes that are important to a client (for example, the
building should be accessible, light and airy, etc.)
s detailed technical requirements (for example, the number of sockets in rooms,
lux levels or certain furniture or equipment to be accommodated in a room), and
s budgetary considerations.
The RIBA Plan of Work 2013 does not change these fundamental requirements.
However, it does split the brieng process into two stages: the Strategic Brief
related to the clients Business Case and the development of a detailed and
specic Initial Project Brief.
The Strategic Brief tests the robustness of a clients Business Case and may
consider refurbishment, extension and new build options or compare the merits of
a number of sites before objectively recommending the best approach. It may also
look at strategic cost considerations: the overall area required, benchmark costs,
level of specication and any abnormal costs that might arise from a specic site.
By considering the project holistically, any strategic site, brieng or cost issues
can be addressed before the detail of the project is developed.
Even on a simple project, these high-level considerations can save considerable
time and money on abortive design work that might result from a awed brief.
The 3D brief
With the Strategic Brief prepared, BIM can assist in the preparation of the Initial
Project Brief. Using a 3D block model allows the written brief to be developed
in parallel with the Feasibility Studies. The linking of the geometric model to a
spreadsheet containing the areas allows iteration between the developing 3D brief
and the strategic area allowances. While using a 3D model, linked to a database,
to prepare the Initial Project Brief allows a more intelligent and robust brief to be
prepared, there is clearly a ne line between using such a tool for brieng and the
commencement of the Concept Design.
The use of the BIM model as a brieng tool is also inuenced by a number of other
subjects that reinforce this approach and provide clues to how BIM will change
design processes.
Reuse of assemblies
Hotel chains invest considerable time in determining the size of their rooms and
what they will contain, including toilets, baths, showers, storage, furniture and
detailed consideration of the interior design. Modular construction is increasingly
being used on these projects, with completed rooms delivered to site. Although
3D geometry is not essential for such thought processes to work, stringent
Feedback from previous projects and the reuse of design information from one
project to the next reinforces the circular design processes, with one project
acting as a catalyst for the next.
Healthcare providers are also seeing the benet of xing certain aspects of a
project based on previous experience. For example, an operating theatre might be
reused in its entirety on a future project, right down to the light, grille, equipment
and socket locations. This reuse of assemblies (typically rooms) will become more
commonplace as Feedback is harnessed more effectively.
In the future, clients who undertake repeat projects will increasingly provide briefs
that specify the reuse of detailed assemblies from previous projects for certain
areas, along with more traditional brieng for areas where they require a projectspecic design solution, for example the lobby in a hotel.
Project Outcomes
Project Outcomes also require circular processes, albeit applied in a different
manner. For Project Outcomes to be successful they need to be specied in a
manner that can be measured when the project is completed. More importantly,
datasets from a number of similar projects are required before benchmarking can
be constructively applied to a project.
The data within the BIM models and the ability to analyse this information as it is
rened demonstrates how BIM can provide a signicant contribution to this subject.
0OST OCCUPANCYUSEOFDESIGNINFORMATION
Designers have traditionally prepared their information solely for the purpose of
constructing the building or related activities, such as gaining planning consent.
While operating and maintenance manuals might be prepared, these are typically
static documents. Facilities management software interfaces are being developed
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that will require new brieng methods to ensure that the BIM model can be
effectively used for the operation of a building and not just for its construction.
These examples are not intended to be denitive. They provide suggestions as to
how practices might develop their own working brieng methods and processes
using the RIBA Plan of Work 2013.
How does a BIM project benet from a

well-assembled team?
The documents set out in Chapter 3 for establishing the project team have been
devised, in conjunction with the RIBA Plan of Work 2013, to be applicable to
any project. They have been specically devised with a BIM project in mind.
The notion is simple: if time is spent during Stage 1 considering who will be
doing what, when and how, the design process will be more effective when it
commences. More crucially, once the boundaries between each designer have
been properly dened, any ambiguities regarding roles or duties will be removed.
Furthermore, each party can proceed with condence that their fee reects
the work they will have to undertake. As a reminder, the process dened by the
documents recommended in Chapter 3 ensures that:
s the roles required on a project are properly considered
s the timing of contractor involvement is thought through
s management and design responsibilities are clear
s Information Exchanges are dened
s Project, Design and Construction Programmes are agreed, and
s project protocols are established.
The more specic aspects of this process that benet a BIM project are:
s ensuring that it is clear which software, including the specic version, is being
used by each member of the team by early completion of the Technology
Strategy to be included, or referenced, in the Project Execution Plan
s agreement of the Communication Strategy and the means by which information
will be distributed, commented on and developed within the project team
s agreement of the project BIM manual, determining le structuring and naming
protocols
s use of the Handover Strategy to assist in the consideration of how BIM will
be used during Stages 6 and 7, allowing the designers to include the relevant
information within their BIM models as the design progresses
s harnessing the Design Responsibility Matrix and the Information Exchanges so
that it is clear who is responsible for each aspect of the design and the level of
detail required at each stage (see further below).
Properly assembling the project team is only one aspect of creating a collaborative
project team. Effective communication skills are essential for a project team to
be truly collaborative and, while the communication skills of individuals will be
invaluable, these skills can only come into their own if the team has been properly
assembled at an early stage and their processes and protocols agreed in advance
of design work progressing.
How do the task bars and dened tasks in the

RIBA Plan of Work 2013 benet BIM projects?
Chapter 2 sets out the reasoning behind the eight stages and eight task bars. Five
of the task bars have been conceived specically to facilitate BIM, as detailed below.
Procurement task bar

The Procurement task bar looks at procurement holistically and considers the
procurement of the project team, which includes the design team and the contractor.
Programme task bar

Collaborative contracts, such as PPC2000 (a multi-party contract published by
the Association of Consultant Architects), stress the importance of having an
agreed Project Programme. Generating the programme collaboratively ensures
that each party in the project team is aware of the reasoning for each period.
The programme is particularly important on BIM projects because greater effort
is required during the early design stages. Compressed design programmes
reduce crucial set-up periods or the time required to successfully iterate the
design. Overlapping activities or stages with other activities, such as Stage 4 and
the period during which the planning application is being considered, generate
substantial risk. Generating the Project Programme ensures that it is clear who is
taking such risks.
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Those generating the Project Programme should bear in mind the following:
s BIM may reduce design time; however, no specic research has been published
in relation to this and each practice will have to use their own experiences to
make judgements regarding design periods.
s BIM may reduce the number of iterations required by the design team to
coordinate the design, in particular by harnessing collaborative working.
s The need to properly set up a project team on a BIM project is vital and this
period should not be compromised.
s Although BIM may reduce design time, agreeing to reduce design time creates
risks for the design team. Stringent design processes are required to manage
this risk and Change Control Procedures should be adopted after the Concept
Design has been signed off by the client.
Suggested Key Support Tasks task bar

The purpose of the Suggested Key Support Tasks is to underline the need
for certain activities to occur. In terms of BIM, agreement of the Schedules of
Services, the Design Responsibility Matrix and Information Exchanges and
preparation of the Project Execution Plan, including the Technology Strategy, as
part of the process of assembling the project team are the most important tasks
(covered in greater detail on pages 75 to 77).
Information Exchanges and UK Government Information

Exchanges task bars
The Information Exchanges task bar, and the associated task bar that sets out
the UK Governments Information Exchanges, play a crucial role in underlining
some of the signicant cultural changes required to implement BIM effectively.
Information Exchanges and level of detail are considered further below.
What other aspects of the RIBA Plan of Work 2013

are crucial on a BIM project?
While all of the activities within the RIBA Plan of Work 2013 are applicable to any
project, certain activities have been specially developed with BIM in mind.
In particular, the Design Responsibility Matrix, Information Exchanges (and the
associated level of detail) and a number of aspects related to the Project Execution
Plan are of particular relevance on a BIM project.
Design Responsibility Matrix

The Design Responsibility Matrix is an important BIM document, related closely
to the level of detail, which is considered further below. The Design Responsibility
Matrix addresses the issue of design responsibility between consultants in the
design team, but, more importantly, it also addresses the design interface between
consultants and the specialist subcontractors employed by the contractor.
The boundaries between structural and building services engineers and specialist
subcontractors have been claried in recent years and there are common
expectations regarding the interfaces between the various designers. For the
architect, specic components, such as curtain walling, are exceptions to the rule
that there is no commonly agreed method of determining those aspects for which
the architect retains design responsibility and those where design responsibility
passes to a specialist subcontractor via the Building Contract. JCT Building
Contracts have facilitated the prescription of such elements for some time. The
RIBA Plan of Work 2013, through the inclusion of specialist subcontractor design
in Stage 4 and the Design Responsibility Matrix, encourages greater consideration
of this important subject.
The Design Responsibility Matrix is of particular importance on a BIM project as it
ensures that every party with design responsibilities is clear regarding the design
information they will be contributing to the federated BIM model and the level of
detail that this model will contain. The matrix is of particular importance to the lead
designer, who must ensure that it allows any design coordination obligations that
are allocated to this role to be undertaken.
Federated model
A holistic model of a project consisting of models from each member of the
design team that are linked together the model may contain geometric and/or
data information.
Information Exchanges (and level of detail)

Chapter 3 examined why consideration of Information Exchanges is a crucial
matter in relation to the RIBA Plan of Work 2013 and how use of the Information
Exchanges template in assembling a collaborative project team will facilitate this.
It also claried why level of detail is an important subject.
If we consider the typical development of a federated BIM model we can begin to
understand the complexities of the subject:
s The architect develops the concept design model and, following a number of
iterations using rendered visualisations, achieves client sign-off.
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s The structural and mechanical engineers work on their models, with the lead
designer providing comments, to ensure that the concept being presented is
robust.
s The iterative design process continues until all of the models are coordinated
and cost-checked to conrm that the project is on budget.
s The detail of each designers model progresses until it is sufciently developed
for use by specialist contractors to prepare their design models.
s The specialist contractors develop their models, which are checked by the lead
designer, who also ensures that they integrate with the coordinated design.
s All design models are signed off and off-site manufacturing and onsite
construction commence and continue until completion.
s The client or a specialist facilities management company utilises the models for
the day-to-day maintenance and running of the building.
Early contractor involvement may result in a more complex interface and overlap
of designers BIM les and those prepared by specialist contractors. This scenario
is based on BIM les being transferred between parties and also acting as the
contractual information. The accuracy of the information in these les is therefore
of paramount importance and the level of detail in each model needs to be
appropriate for its purpose. Where the design baton is being handed over from
designer to specialist subcontractor, the level of detail in the designers model must
be sufcient for the specialist to progress their proposals.
Protocols determining the level of detail for BIM models therefore become essential
tools for use on future projects.

A Project Execution Plan is a useful document on any project. In Chapter 3 the
contents of this document were considered, and Assembling a Collaborative
Project Team provides a further layer of information. In relation to BIM, reference
is frequently made to a BIM Execution Plan or a BIM manual. The RIBA Plan of
Work 2013 suggests that all of these documents are included or referenced in the
Project Execution Plan. A number of aspects of the Project Execution Plan are of
particular importance on a BIM project, as detailed below.
Technology Strategy
Agreement of the Technology Strategy on a project is an essential rst step
because different parties involved in a project team will inevitably use different
software packages. Despite a move towards interchangeable data formats (IFC),
outputting data from one software format into another is not always possible
or is liable to data loss or corruption. Regardless of the realities or legal issues

associated with these technical points, the software to be used can have a
signicant impact on a project. If new software has to be adopted by one
party, the issues of training and working to deadlines needs to be considered,
depending on the importance and complexity of the software, and additional
costs for purchasing software may also have to be built into any fee proposals.
The location of hardware can also have an impact, and particularly the location
of the server containing the BIM les. Is every party working from this server,
which might require a high-speed internet connection? If not, how are les shared?
And in what format?
In conclusion, the Technology Strategy for the project team needs to be carefully
considered to ensure that each member of the team is capable of working
successfully with other members and that the implications of hardware and
software are considered and agreed prior to appointments being made and
design work commencing.
IFC
The Industry Foundation Classes (IFC) data model is an open and freely available
(i.e. not owned or managed by a single software vendor) object-based le format.
It was developed by buildingSMART (formerly the International Alliance for
Interoperability) to facilitate interoperability in the architecture, engineering and
construction industries and is a commonly used format for BIM.
Communication Strategy
The Communication Strategy is closely related to the Technology Strategy. For
example, on an international project, video conferencing (part of the Technology
Strategy) may be a core communication tool.
The purpose of the Communication Strategy is to consider the interface between
meetings, workshops, email, le-sharing portals, procedures for commenting on
drawings and other methods used in the iterative design process. The strategy must
be exible and ad hoc meetings, calls or other methods of exchanging information
will also need to be adopted.
BIM manual
The BIM manual sets out le- and drawing-naming conventions and other processes
in relation to BIM. A CAD manual is typically a single-party document whereas a
BIM manual has to be considered and agreed by the collaborative project team
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and sets out project-wide conventions and processes. Agreement of the BIM
manual (or any other name by which it may be known) is a core requirement in
the development of a collaborative project team.
What is meant by plug and play?

Most architectural practices have their own CAD manual that sets out le- and
drawing-naming conventions along with other internal CAD protocols. One of
the disappointments of the CAD era is that no commonly adopted industry-wide
documents or Common Standards exist (those that have been created have
not been widely adopted). The concept of plug and play envisages a scenario
where practices can move seamlessly from one project to another and integrate
collaboratively into many project teams without any changes to their internal
BIM manual: an industry-wide BIM manual. The design development processes
would be seamless. As project teams try to dene common ways of working,
the challenges in the short term will be signicant. In the long term, it is likely that
automated BIM processes will resolve the challenges associated with creating a
plug and play environment.
Conclusion
In conclusion, BIM and new digital technologies will drive cultural changes in the
construction industry as we move from analogue to digital ways of working. In this
guide, reference is made to how the RIBA Plan of Work 2013 facilitates a BIM project.
For subjects still at an embryonic stage (level of detail, for example) we have
highlighted the robustness of the RIBA Plan of Work 2013 to accommodate future
change as thinking around these subjects matures.
Chapter
The changing nature

of project handover
Conclusion
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Handing over a building is becoming an increasingly complex process. In the

period prior to handover, duties have historically been limited to administrating the
Building Contract. Post handover, duties have included assisting the building user
during the initial occupation period or undertaking a review of Project Performance
as well as the conclusion of contract administration tasks.
The introduction of a number of new initiatives and procedures means that the
post-handover period and related duties have to be considered and managed
differently and acknowledged earlier in the design process. Before looking at
these, it is essential to consider the importance of Practical Completion and to
address some of the issues that arise from the completion of a building and its
handover to the client.

Practical Completion is an important point in a project for two reasons. From the
clients perspective, it is the point when possession of the completed building
can take place and the building can be occupied for use. From the contractors
perspective, the granting of Practical Completion triggers a number of aspects
of the contract, including the release of retention and the transfer of insurance
obligations and it is the date beyond which certain damages cannot be claimed.
These issues are covered in greater detail in publications such as ,AWIN0RACTICE
The RIBA Legal Handbook.
While the handover process should theoretically be straightforward, in practice it can
be fraught. For example, if the contractor is running late, a request to hand over the
building before the contract administrator is satised that it is practically complete
might be made in order to limit any damages. Conversely, a client may have to
move from one building to another or may have other reasons why the completion
date in the Building Contract is a business imperative, or partial posession and
a phased handover may create contractual and operational complexities. While
programme contingencies should have been allocated in the Project Programme,
these may already have been utilised, creating pressure all round.
There is no rm denition of practically complete. Case law suggests that it
means not 100 per cent complete and, while many contractors aim for zero
defects at handover, it is inevitable that a number of defects, or snagging, will
remain. This is particularly the case on design and build projects where the
transfer of risk makes it difcult for the contractor to apply for extensions of time.
A project must certainly have a certicate of completion granted before it can be
handed over and compliance with health and safety requirements would form a
necessary part of this process. Otherwise, the acceptable degree of incomplete
work or snagging may depend on how crucial handover is to the client. Put another
way, the clients need to have benecial occupation can blur the Practical
Completion process.
Aside from completion of the built works, there are several new subjects that
increasingly inuence this handover process. These are detailed below.
Intelligent building systems

Many buildings now contain a number of intelligent building services systems.
While such systems can result in a building that has reduced whole life costs, and
one that is a better building in environmental terms, such systems:
s have to be commissioned to ensure that they are running effectively and as
specied and designed
s require explanation and training in order to be run effectively
s need operating manuals to be prepared to set out longer term requirements and
for reference after training
s may need to be monitored to ensure compliance with contractual parameters,
or Project Outcomes, for environmental performance, and
s need ne tuning, including seasonal commissioning, in order to work as designed.
All of these activities must be considered, planned and integrated into the Project
and Construction Programmes so that the expectations of each member of the
project team are clear. For example, there is no point in a contractor achieving
what they believe to be Practical Completion if the building services do not work
as planned or the users have still not been trained in how to successfully run the
services installations.
While the considerations listed above primarily impact larger projects, on smaller
projects more efcient environmental controls are being specied more frequently
and certain passive solar devices may need explanation if they are to work
effectively. The principles set out will therefore increasingly apply to smaller projects.
A further complexity is introduced where the client for a building is not the end
user. This creates a further break in continuity between design and construction
processes and the ultimate user of the building, who may have the greatest
interest in the functionality of the building systems.
Asset management
The ability of the client to utilise the building information model or, more likely,
the federated model (see Chapter 6) creates new opportunities for all of those
involved in the design and construction of a building. The most fundamental shift
is that the design work that is produced by the design team has historically been
used solely for construction or for development by designing subcontractors
whereas, moving forward, it will increasingly be used beyond construction for
the operation and maintenance of the building. Of course, verifying or matching
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the drawn information to the completed building is just the beginning of new
processes that will harness and utilise the initial design for long-term maintenance
and operational objectives.
As-constructed Information
Requests for design team members to produce as-built drawings at the end of
a project can lead to protracted discussions because these designers do not
necessarily have detailed and specic knowledge of what was actually constructed
in order to verify such a status. However, if the client is to utilise information after
Practical Completion, new ways of verifying such information will be required.
As-constructed Information is the term used in the RIBA Plan of Work 2013.
Of greater interest is the information contained in the model. Clients, and in

particular the UK Government, are increasingly requesting that models be
delivered electronically at handover in formats suitable for integration into CAFM
(computer-aided facility management) systems. COBie is one such format and
the UK Governments current preferred means for achieving this objective. These
formats are designed to ensure the incremental development of information in the
model as greater denition of the design occurs at each stage and as products
and components are nalised and their operational and maintenance information
dened. As CAFM systems become more commonly used, the requirement to
provide such information at handover will increase.
COBie
The Construction Operations Building information exchange (COBie) is a life cycle
information exchange format that describes the spaces and equipment within a
facility. BIM software is utilised to export COBie data during the design process
(Information Exchanges). At project handover the information can be imported
into any CAFM system used by the client, end user or facilities manager. When
kept updated, such a system ensures that the accuracy of the BIM information is
maintained.
Project Outcomes
The benets of Project Outcomes have already been set out in Chapter 5. In
the context of Practical Completion it is important to remember that certain
Project Outcomes may be a contractual imperative and that others may require
measurement or analysis to allow a client to provide an informed brief on a future
project. The Handover Strategy should set out any requirements so that Schedules
of Services can be agreed accordingly and adequate allowances made in the
Project Budget if these services are not commissioned at the start of the project.
Benchmarking
As more data becomes available on completed projects it will become easier
to assess and compare different projects, particularly where the data can be
objectively compared (for example, comparing the amount of energy used
on a number of buildings). For benchmarking to be implemented accurately,
information will have to be recorded at the end of a project and the need for
this task to be undertaken included in Schedules of Services. More importantly,
benchmarking exercises will have to be implemented during the brieng stage so
that realistic targets are set prior to design work commencing.
Conclusion
In summary, handing over a building requires a number of activities to take place
prior to Practical Completion or occupation of the building. Traditionally, the handover
process has related to the completion of the built works. However, a number of
subjects now need to be considered and planned.
Once the building is in use, the information produced by the designers may be
used for the management of the building (or asset). Other activities, to ne tune
the building or to ensure that the building is being used as anticipated, might be
required. Project Outcomes may need to be measured and reviewed and other
post-occupancy exercises undertaken. These activities are varied: many need to
be considered at the outset of a project to ensure that the design process delivers
the briefed requirements and to make sure that adequate fee allowances are made
for undertaking these tasks.
While the RIBA Plan of Work 2013 advocates the preparation of a draft Handover
Strategy at Stage 1, to allow all of the tasks to be considered while the project
team is being assembled, it is important to remember that it is the Schedules of
Services and other contractual documents which determine the actual services to
be undertaken by the project team with respect to handover and in-use activities.
Soft Landings
The Building Services Research and Information Association or BSRIA
(www.bsria.co.uk) and the Usable Buildings Trust (www.usablebuildings.co.uk)
have developed the Soft Landings Framework over a number of years. Further
information can be accessed at www.bsria.co.uk/news/soft-landings-framework/.
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Government Soft Landings (GSL)

The GSL framework is reective of work that has been undertaken by BSRIA
and the Usable Buildings Trust in their development of Soft Landings. The UK
Government Construction Strategy aimed to improve public sector construction
and contribute to both growth and efciency savings by a number of means.
A key area identied was the need to align design and construction with
operational asset management, and encourage increased use of outcome-based
specications against clear performance criteria. GSL has been developed in
order to meet these requirements (see www.bimtaskgroup.org/gsl-policy).
The reason for the creation of an asset and its intended business purpose, or the
golden thread, can often be lost in the construction process. GSL will be used
to maintain this golden thread and ensure its continuation into the buildings
operative stage. In particular, it will focus on the following:
s ensuring that GSL is implemented as standard for government projects
s early engagement during the design process with end users, clients and
facilities managers
s continuing post-construction responsibility for the project on the part of the
design and construction teams
s implementing a contractual mechanism to ensure the above
s establishing an appropriate handover process from construction to end user or
facilities manager
s Post-occupancy Evaluation or monitoring and tie back to ownership and
lessons learned for future design.
Guidance will be presented in the form of BIM process maps to take projects
through the four required areas of:
s ENVIRONMENTALPERFORMANCE: each project will have an environmental
performance plan at the core of the design brief
s building management: there will be a clear, cost-efcient vision and strategy for
managing the facilities
s commissioning, training and handover: the building will be delivered and
handed over through a plan specically designed to meet the needs of the end
users, building managers, facilities managers and occupiers
s PERFORMANCEEFFECTIVENESSANDEFlCIENCY: facilities must be designed to meet
the needs of the project sponsor and occupiers and provide an effective,
productive working environment.
Chapter
Sustainability

Stage 7 In Use
Conclusion
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Integrating sustainability into the RIBA Plan of Work 2013 has been a core
objective. This chapter summarises the sustainability aims at each stage, linked
to corresponding Sustainability Checkpoints, and supplementary notes that
encourage the review of relevant sustainability issues as a project progresses.
Establishing the Sustainability Aspirations of a client is a crucial starting point. It
sets the sustainability context for the project and can have a signicant impact
on the processes of brieng, setting a budget and Project Programme, selecting
a procurement strategy, including assembling the appropriate project team, and
dening the architectural design approach, coordinated services strategy and
other services that may be required. The approach will vary signicantly between
different projects and clients. Some clients will have highly developed Sustainability
Aspirations, policies and targets that can be directly transposed into the brief
whereas, for less experienced or aware clients, more direct input by the design
team may be needed to raise awareness of relevant issues and help to clarify their
ambitions and any particular approaches that they may wish to adopt. The clients
Sustainability Aspirations may include a mix of objective and subjective aspects,
such as:
s measures or specic levels of performance dened by recognised
third party standards
s specic requirements in relation to operational or facilities management issues
s particular requirements for resilience to projected changes in the climate
s the ability to accommodate changes of use in future, and
s a requirement to minimise a new building's embodied carbon or energy.
Chapter 5 outlined the role and importance of the Initial Project Brief in achieving
the desired Project Outcomes. In a similar vein, the need to properly consider and
embed the Sustainability Aspirations into the Initial Project Brief is essential if the
design is to embrace and respond to these objectives. As the Concept Design
stage progresses, design proposals should be reviewed against the Sustainability
Aspirations for inclusion in the Final Project Brief. If an integrated sustainable
building is to be achieved, it is essential that a balanced and structured review of
these aspirations is complete prior to dening and nalising the Initial Project Brief.
For a building to be truly sustainable it must deliver the good intentions that
are embedded in its design once it is occupied, and then continue to do so
throughout its life. In order to do this effectively, throughout the brieng, design,
construction and handover processes particular attention should be paid to how
the building will be operated and maintained.
The Sustainability Checkpoints and supplementary notes include examples of
behaviours and activities that will assist this process, including:
s specically involving in the brieng process those who will use and operate
the building
s learning from previous projects in order to set realistic and measurable targets
s carrying out reality checks through the design and construction process
s implementing an enhanced handover process with the option of monitoring and

aftercare services once the building is occupied.
This approach has been embraced by the UK Government as Government Soft
Landings (see page 84), which is anticipated to become a requirement for all
public procurement by 2016. Further information on the concept is set out in
BSRIAs Soft Landings Framework (see page 83).
In the sections below, the aims of the Sustainability Strategy at each RIBA stage
are stated, along with the Sustainability Checkpoints highlighted in a bespoke
RIBA Plan of Work 2013 created using the online tool. These Sustainability
Checkpoints are designed to provide members of the project team with an
overview of the most important sustainability tasks that should be undertaken
at each stage and a means of ensuring that they have been carried out. The
supplementary notes provide a list of additional supporting activities that can be
used in the development of the Sustainability Strategy.

Sustainability aims
Establish the clients Sustainability Aspirations so that these can be properly taken
into account in developing the Strategic Brief and Business Case.
Checkpoints
s Ensure that a strategic sustainability review of client needs and potential sites
has been carried out, including reuse of existing facilities, building components
or materials.
Supplementary notes
s This awareness stage sets the sustainability context for the project.
s Review client requirements to distil their Sustainability Aspirations and the expected
building lifespan against which capital costs and costs in use should be balanced.
s The client should consider appointing or identifying a client sustainability
advocate (in a senior management position) and/or appointing a sustainability
champion within the project team.
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s Assess environmental opportunities and constraints of potential sites

and building assets, including sufcient iterative modelling to support the
conclusions of any Feasibility Studies.
s Initial consultation with stakeholders, identication of local planning sustainability
requirements and appraisal of existing building, social, transportation, water,
energy, ecological and renewable resources, including the need for preconstruction or seasonal monitoring or surveys, should be undertaken.
s Identify potential funding sources and their eligibility criteria.
s Review relevant current and emerging EU, national and local sustainability
policies and legislation and analyse their implications for building, environmental
and performance targets.
s Identify and understand the nal occupants needs in order to help to establish
user patterns, energy proles and the performance standards required.
s Obtain a letter from the planning authority to verify any sustainability
requirements.

Sustainability aims
During Stage 1, the Sustainability Aspirations should be considered and included
in the Initial Project Brief, dening criteria to be met as appropriate. A budget,
procurement route and design process should be established that will promote
the realisation of those aspirations and a project team with the required resources,
skills and commitment assembled.
Checkpoints
s Conrm that formal sustainability targets are stated in the Initial Project Brief.
s Conrm that environmental requirements, building lifespan and future climate
parameters are stated in the Initial Project Brief.
s Have early stage consultations, surveys or monitoring been undertaken as
necessary to meet sustainability criteria or assessment procedures?
s Check that the principles of the Handover Strategy and post-completion
services are included in each partys Schedule of Services.
s Conrm that the Site Waste Management Plan has been implemented.
Supplementary notes
s Commission surveys of existing buildings to be retained (including condition,
historic/townscape signicance, materials and components for recycling),
services, noise, vibration, renewable energy resources, ecology, geology, etc. as
required to inform the brief.
s Review options for formal assessment of aspects of sustainability and/or energy
performance (e.g. BREEAM, LEED, Passivhaus). If the project is a component
of a larger scheme, ensure that targets support and are consistent with any
overarching sustainability assessment methodologies. Establish a timetable for
associated assessor appointment and early stage actions.
s Include a simple description in the Initial Project Brief of the internal
environmental conditions that the client requires.
s Involve the clients facilities management team and review past experience
(both good and bad) in a spirit of openness in order to set environmental
and performance targets or Project Outcomes that are useful, measurable
and challenging but achievable and unambiguous. Energy use and carbon
emissions targets should include both regulated and unregulated use.
s Agree how to measure performance in use, what incentives there will be to
achieve Project Outcomes and what action is appropriate if anything falls short.
s Develop potential energy strategies, including estimated energy demand
calculations, options for renewables and implications for building or site design
(e.g. whether there is sufcient plant space).
s Develop water efciency strategies to establish similarly robust performance
targets.
s Set out sustainable drainage systems (SuDS) and surface water retention
requirements.
s Develop a brief for specialist environmental sub-consultants (e.g. wind monitoring
consultants, ecologists).
s Consider climate change adaptation criteria and future performance standards.
s Set out any future uses or reconguration to be accommodated.
s Ensure that the competence of potential design team members matches the
clients Sustainability Aspirations.
s Client to implement the Site Waste Management Plan to enable designers to
record decisions made to reduce waste as the project progresses.
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Sustainability aims
To develop a Concept Design that embodies the underpinning Sustainability
Aspirations of the project with sufcient detail and analysis to be condent that
key strategies can be delivered in practice.
Checkpoints
s Conrm that formal sustainability pre-assessment and identication of key
areas of design focus have been undertaken and that any deviation from the
Sustainability Aspirations has been reported and agreed.
s Has the initial Building Regulations Part L assessment been carried out?
s Have plain English descriptions of internal environmental conditions and
seasonal control strategies and systems been prepared?
s Has the environmental impact of key materials and the Construction Strategy
been checked?
s Has resilience to future changes in climate been considered?
Supplementary notes
s Set out the site-scale environmental design criteria (e.g. solar orientation,
overshadowing, SuDS, waste).
s Consider the design of the space between buildings as well as the buildings
themselves.
s Consider the need for and scale of private, semi-private and public external space.
s Establish maximum plan depths to achieve desired levels of natural ventilation,
daylight and view.
s Design for buildability, usability and manageability.
s Consider the impact of complexity of form on thermal performance, airtightness
and inefcient or wasteful use of materials.
s Establish an appropriate glazing proportion and shading strategy for each

orientation to provide good levels of daylight while avoiding excessive glare,
solar gain or heat loss.
s Establish appropriate element thicknesses to achieve the U-values required by
the energy strategy.
s Check that materials and the construction approach will provide a level of
thermal mass that is appropriate to the environmental design strategy.
s Rene and review design decisions to minimise the quantity of materials used
and to minimise construction waste (for guidance, see www.wrap.org.uk/
designingoutwaste).
s Review the embodied impacts of the materials and the construction approach in
the context of the buildings lifespan.
s Avoid design solutions that inhibit adaptation and alternative use of the building
or its components and materials.
s Take particular care to avoid short- and long-term damage to retained traditional
building fabric from ill-considered upgrade interventions.
s Ensure that the design implications of any components, essential to the success
of the Sustainability Strategy (e.g. space for fuel deliveries and waste handling,
roof collector area and orientation, location and size of rainwater harvesting
tanks, SuDS attenuation, etc.) are understood by all members of the project team.
s Rene the energy and servicing strategy, incorporating energy-efcient services
design and design techniques.
s Carry out sufcient compliance or advanced modelling to prove the design
concept before freezing the design (e.g. SBEM/SAP/PHPP (Passivhaus
Planning Package) or dynamic modelling).
s Audit the emerging design against the projects Sustainability Strategy and
Project Outcomes.
s Set up a programme of intermediate evaluations and reality checks involving
stakeholders and key users as well as the design team.
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Sustainability aims
To ensure that the Developed Design reects the underpinning Sustainability Strategy.
Checkpoints
s Has a full formal sustainability assessment been carried out?
s Have an interim Building Regulations Part L assessment and a design stage
carbon/energy declaration been undertaken?
s Has the design been reviewed to identify opportunities to reduce resource use
and waste and the results recorded in the Site Waste Management Plan?
Supplementary notes
s Rene and distil the projects Sustainability Strategy, checking against brief
and targets.
s Update energy modelling as the design develops and check against targets.
s Rene the climate adaptation strategy and make provision for future adaptation
interventions.
s Incorporate environmental and sustainability issues in the Planning Application
Design and Access Statement, including a development of the Stage 2 'plain
English' description of internal environmental conditions, seasonal control
strategy and systems. Provide a supplementary detailed report if appropriate.
s Consider peer reviews of environmental control strategies and also involve
stakeholders and users.
s Instigate initial involvement of and advice to contractors and specialist
subcontractors where specialist products or systems are proposed.
s Audit the Developed Design to ensure integration and compliance with the
projects sustainability targets.

Sustainability aims
To ensure that the nal design work prepared by the design team and the follow-on
design work by specialist subcontractors reects the technical requirements of the
underpinning Sustainability Strategy.
Checkpoints
s Is the formal sustainability assessment substantially complete?
s Have details been audited for airtightness and continuity of insulation?
s 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?
s Has a non-technical user guide been drafted and have the format and content
of the Part L log book been agreed?
s Has all outstanding design stage sustainability assessment information been
submitted?
s Are building Handover Strategy and monitoring technologies specied?
s Have the implications of changes to the specication or design been reviewed
against agreed sustainability criteria?
s Has compliance of agreed sustainability criteria for contributions by specialist
subcontractors been demonstrated?
Supplementary notes
s Agree technical requirements to support the monitoring strategy.
s Ensure that articial lighting and daylighting strategies and controls are mutually
supportive in delivering low energy consumption.
s Involve facilities management and users in reviewing the environmental
control systems and manual and automatic controls to ensure that they
are appropriately simple and intuitive, and that there is a match between
expectations and the design.
s Make sure that the project team is aware of the technical consequences of
strategic sustainability decisions.
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s Specify sustainable materials and products, balancing life-cycle assessment,

maintenance regime, durability and cost.
s Complete consultation with subcontractors and suppliers with regard to Technical
Design issues and review information packages to check that they are coordinated,
complementary and support all components of the Sustainability Strategy.
s Agree responsibilities and routines for data recording to monitor performance.
s Review the potential knock-on implications of value engineering on performance
and sustainability targets.
s Review the nal details, including subcontractors packages, for airtightness
and continuity of insulation.
s Review the information required to demonstrate compliance with sustainability
requirements (e.g. materials certication).
Sustainability aims
To ensure that the Sustainability Strategy underpinning the design is carried through
into construction and to manage the handover in a way that will ensure that the client
can operate the building as intended on occupation.
Checkpoints
s Has the design stage sustainability assessment been certied?
s Have sustainability procedures been developed with the contractor and
included in the Construction Strategy?
s Has the detailed commissioning and Handover Strategy programme been
reviewed?
s Conrm that the contractors interim testing and monitoring of construction
has been reviewed and observed, particularly in relation to airtightness and
continuity of insulation.
s Is the non-technical user guide complete and the aftercare service set up?
s Has the As-constructed Information been issued for post-construction
sustainability certication?
Supplementary notes
s Collaborate with the contractor to maximise construction phase potential to
meet sustainability criteria as economically as possible.
s Submit nal information for statutory approval and certication including Building
Regulations Part L submission and energy performance certicates (EPC).
s Visit the site to check that quality, installation, etc. is in line with sustainability targets.
s Review the content of the operating and maintenance manual with the facilities
manager, who should sign it off when it is complete and acceptable. Stress
the importance of design elements that are essential to meeting sustainability
targets and how to monitor whether they are operating correctly.
s Work with the clients facilities managers to ensure a smooth handover, with all
records nalised and coordinated and with adequately trained operating and
maintenance staff in place in advance of completion.
s Check that adequate maintenance contracts are in place and that they will
commence immediately after handover.
s Conrm responsibilities and routines for data recording to monitor performance
and assist in ne tuning.
s Identify aftercare representative(s) and when they will be available on site.
s Refer to the Handover Strategy for detailed guidance on preparations to be
made for handover and post-completion activities.

Sustainability aims
To support the client in the early stages of occupation and to provide aftercare
services as agreed.
Checkpoints
s Has assistance with the collation of post-completion information for nal
sustainability certication been provided?
95
96
Supplementary notes
s If necessary, review the project sustainability features and operation methods
with the client, facilities managers and occupants.
s Assist with the ne tuning of building services and operational systems to check
that they meet user requirements.
Stage 7 In Use
Sustainability aims
To provide any services relevant to the operation or use of the building as agreed.
Checkpoints
s Has observation of the building operation in use and assistance with ne tuning
and guidance for occupants been undertaken?
s Has the energy/carbon performance been declared?
Supplementary notes
s Review controls and performance in each season and update manuals and
records to reect any change.
s Feedback lessons learned from the post-occupancy review to the client and
project team.
Conclusion
The aspects of sustainability covered in the RIBA Plan of Work 2013 are not comprehensive;
however, sufcient seeds are sown to ensure that the requisite strategies are prepared
in response to the Sustainability Aspirations that are established at the outset of the
project. Furthermore, the RIBA Plan of Work 2013 aims to ensure that each subject is
considered in its proper order as the design progresses and, just as importantly,
that the commissioning, handover and post-handover activities are adequately scoped
at the outset to ensure that the building in use operates effectively and as designed.
Chapter
Enhancing health
and safety
Project roles
Risk Assessments
Handover Strategy
Conclusion
98
Addressing health and safety is a core requirement on any project and is backed
by substantial legislation. However, the RIBA Plan of Work 2013 does not make
specic reference to statutory legislation regarding health and safety for a number
of reasons:
s Legislation changes avoiding specic references eliminates the need to alter
the RIBA Plan of Work if there are any changes to statutory legislation.
s Other statutory legislation, such as the Planning Acts and Building Regulations,
is not referenced in the RIBA Plan of Work 2013.
s Legislation typically represents a minimum legal requirement.
s Limiting safety aspects to complying with legislation does not encourage the
use of innovative approaches or harness progress made in approaches that
raise health and safety standards.
s Reference to health and safety legislation could only be made in summary form,
which would not encourage consideration of the subject in a detailed holistic manner.
Project roles
The RIBA Plan of Work 2013 embraces health and safety issues by clearly dening
each project role. Providing health and safety advice is a core obligation of any
professional role. Legislative requirements to manage this process are fullled
by the health and safety adviser, who ensures that any legislative duties and
requirements are carried out by the project team. As a key adviser to the client,
those undertaking the role are also encouraged to consider other health and safety
initiatives as part of a project Health and Safety Strategy and to contribute to the
development of the Risk Assessment process, the Maintenance and Operational
Strategy and, where appropriate, the Construction Strategy. These must all consider
health and safety in a proportionate, practical and holistic manner.
Each party undertaking a specic role or roles might also have a duty to comply
with other aspects of health and safety legislation. As noted above, these
requirements are not stated in the RIBA Plan of Work 2013 as they may change
from time to time. However, the Health and Safety Strategy would certainly
include Risk Assessments and some of the other strategies set out below to aid
compliance with such requirements.
Risk Assessments
The RIBA Plan of Work 2013 advocates the use of appropriate tools arising from
UK Government and EU legislation, including the preparation and review of
Risk Assessments throughout the design process to assist with the elimination,
reduction and management of health and safety issues as the design and
construction progresses. Risk Assessments, and other proactive measures,
are instrumental in applying holistic and practical controls during the design,
procurement, construction and operation phases of a project.
For Risk Assessments to be successful, each party should develop their own
analysis of the specic health and safety issues within the project. It is then
essential that all the risks associated with the project as a whole are collated,
recorded and circulated to the project team. The lead designer may be required to
ensure that the collated risks associated with design are passed on to the relevant
parties during the procurement and construction phases.

The Maintenance and Operational Strategy performs a number of functions. It allows
the design team to demonstrate how a building can be maintained and operated
on handover and, as part of this process, ensures that the base building includes
all of the measures required to comply with the strategy (for example, is there
a garage or storeroom for cleaning equipment?). Producing the strategy also
conrms the fact that the health and safety aspects of post-occupancy activities
have been considered and contributes to reducing operational costs.
The Maintenance and Operational Strategy not only sets the maintenance regime
but requires any health and safety aspects to be identied and controlled or
eliminated during the design process. This ensures that the client is aware of and
understands any residual risks that will carry over into the operational phase (for
example, the operational implications of a specic method proposed for window
cleaning).
The Construction Strategy should be developed by the construction lead. However,
it is important to consider buildability during the early project stages and the contractors
ability to contribute to this process will depend on when they become involved.
99
100
Where the contractor is appointed after Stage 2, the duties in the early stages
may be carried out by the lead designer, by another member of the design team
or by a specialist consultant, depending on the composition of the design team
and the specic complexities of the project prior to the contractors involvement.
In any case, the Construction Strategy would be prepared collaboratively with
contributions from each design team member taken into consideration. When the
contractor becomes involved they take over responsibility for the Construction
Strategy, with any major deviations in strategy considered during the tender
phase. Put another way, the document is a core health and safety tool that
requires consideration of the construction process as a whole with specic and
particular attention paid to buildability from the early design stages.
On larger projects the Construction Strategy would ensure that details of aspects
such as site logistics, cranage, site access and similar decisions are incrementally
and proportionately included as the project progresses. Some aspects of the
Construction Strategy, such as how to deal with an underpinned boundary wall,
for example, will be derived from the design process; others may be determined
during the tender process, when the contractor is calculating the preliminary
costs, such as site cabin locations, cranage strategies and other logistical issues.
The contractor will ultimately be the focus of this strategy; however, the design
team will be instrumental in setting out aspects of the design that require specic
attention during the construction period.
On smaller projects, it is likely that the architect would develop the Construction
Strategy for inclusion with the tender documents issued to the contractor. On
these projects, the Construction Strategy can also be useful and can help to
minimise queries or problems arising on site. For example, in the case of a small
rst oor at conversion with a steep and narrow existing staircase, consideration
would need to be given to the delivery of materials (a new bath or a large, heavy
door, for example).
The Construction Strategy might also advocate that all works are registered with
the Considerate Constructors Scheme to provide a further layer of health and
safety monitoring on a project. This scheme also assists in the development of
sustainability measures during the construction process.
Considerate Constructors Scheme

The Considerate Constructors Scheme is the national initiative set up by the
construction industry to improve its image. Construction sites and companies
that register with the Scheme are monitored against a Code of Considerate
Practice, designed to encourage best practice beyond statutory requirements.
The Schemes remit covers any aspect of construction activity that might have a
direct or indirect impact on the image of the industry as a whole. The main areas
of concern fall into three categories: the general public, the workforce and the
environment. For full details, visit the Schemes website: www.ccscheme.org.uk.

The main purpose of the Health and Safety Strategy is to set out how compliance
with legislation is to be achieved. However, it would also be used to capture other
health and safety initiatives on a project and encourage the adoption of industry best
practice rather than simply compliance with minimum legal requirements. The
Health and Safety Strategy can be developed by the health and safety adviser and
it may be initiated in a workshop environment with the collaborative project team.
The Health and Safety Strategy may be derived from a template that is adapted to
suit changing legislative requirements and amended to include the particular aims
of a practice or client.
Handover Strategy
The Handover Strategy deals with the many aspects associated with handing
over a building and other post-occupancy activities. The Handover Strategy would
need to consider any health and safety issues associated with phased handovers.
Conclusion
An essential component of any Feedback processes would be consideration of
the Health and Safety Strategy and how this might be improved and developed
on future projects. The Construction Strategy can also be reviewed to determine
whether it would have been productive for the designers to have considered
certain construction aspects earlier in the design process.
In conclusion, health and safety is imbedded into the RIBA Plan of Work 2013 in
a manner that encourages consideration of best practice in relation to health and
safety for all aspects of a project, including the operational and maintenance periods.
101
Chapter
Terms used throughout

the RIBA Plan of Work
2013
10
104
A number of new themes and subject matters have been included in the RIBA
Plan of Work 2013. This chapter presents a glossary of all of the capitalised terms
that are used throughout the RIBA Plan of Work 2013. Dening certain terms has
been necessary to clarify the intent of a term, to provide additional insight into the
purpose of certain terms and to ensure consistency in the interpretation of the
RIBA Plan of Work 2013.
Term / task
Denition
As-constructed
Information
Information produced at the end of a project to represent

what has been constructed. This will comprise a mixture
of as-built information from specialist subcontractors and
the nal construction issue from design team members.
Clients may also wish to undertake as-built surveys using
new surveying technologies to bring a further degree of
accuracy to this information.
Building Contract
The contract between the client and the contractor for

the construction of the project. In some instances, the
Building Contract may contain design duties for specialist
subcontractors and/or design team members. On some
projects, more than one Building Contract may be required,
for example one for shell and core works and another for
furniture, tting and equipment aspects.
Building
Information
Modelling (BIM)
BIM is widely used as the acronym for Building Information

Modelling, which is commonly dened (using the
Construction Project Information Committee (CPIC)
denition) as: digital representation of physical and
functional characteristics of a facility creating a shared
knowledge resource for information about it and forming a
reliable basis for decisions during its life cycle, from earliest
conception to demolition.
Business Case
The Business Case for a project is the rationale behind the

initiation of a new building project. It may consist solely of a
reasoned argument. It may contain supporting information,
nancial appraisals or other background information. It
should also highlight initial considerations for the Project
Outcomes. In summary, it is a combination of objective and
subjective considerations. The Business Case might be
prepared in relation to, for example, appraising a number
of sites or in relation to assessing a refurbishment against a
new build option.
Change Control
Procedures
Procedures for controlling change to the design and

construction following the sign-off of the Stage 2 Concept
Design and the Final Project Brief.
Common
Standards
Publicly available standards frequently used to dene

project and design management processes in relation to
the brieng, designing, constructing, maintaining, operating
and use of a building.
Communication
Strategy
The strategy that sets out when the project team will meet,
how they will communicate effectively and the protocols
for issuing information between the various parties, both
informally and at Information Exchanges.
Construction
Programme
The period in the Project Programme and the Building

Contract for the construction of the project, commencing
on the site mobilisation date and ending at Practical
Completion.
Construction
Strategy
A strategy that considers specic aspects of the design

that may affect the buildability or logistics of constructing
a project, or may affect health and safety aspects. The
Construction Strategy comprises items such as cranage,
site access and accommodation locations, reviews of
the supply chain and sources of materials, and specic
buildability items, such as the choice of frame (steel or
concrete) or the installation of larger items of plant. On
a smaller project, the strategy may be restricted to the
location of site cabins and storage, and the ability to
transport materials up an existing staircase.
Contractors
Proposals
Proposals presented by a contractor to the client in

response to a tender that includes the Employers
Requirements. The Contractors Proposals may match the
Employers Requirements, although certain aspects may be
varied based on value engineered solutions and additional
information may be submitted to clarify what is included
in the tender. The Contractors Proposals form an integral
component of the Building Contract documentation.
Contractual Tree
A diagram that claries the contractual relationship between

the client and the parties undertaking the roles required on
a project.
105
106
Cost Information
All of the project costs, including the cost estimate and life
cycle costs where required.
Design
Programme
A programme setting out the strategic dates in relation to

the design process. It is aligned with the Project Programme
but is strategic in its nature, due to the iterative nature of the
design process, particularly in the early stages.
Design Queries
Queries relating to the design arising from the site, typically

managed using a contractors in-house request for
information (RFI) or technical query (TQ) process.
Design
Responsibility
Matrix
A matrix that sets out who is responsible for designing each

aspect of the project and when. This document details the
extent of any Performance Specied Design.
The Design Responsibility Matrix is created at a strategic
level at Stage 1 and ne tuned in response to the Concept
Design at the end of Stage 2 in order to ensure that there are
no design responsibility ambiguities at Stages 3, 4 and 5.
Employers
Requirements
Proposals prepared by design team members. The level

of detail will depend on the stage at which the tender is
issued to the contractor. The Employers Requirements may
comprise a mixture of prescriptive elements and descriptive
elements to allow the contractor a degree of exibility in
determining the Contractors Proposals.
Feasibility
Studies
Studies undertaken on a given site to test the feasibility

of the Initial Project Brief on a specic site or in a specic
context and to 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 brieng decisions made during
Stage 2. (Both the Concept Design and Initial Project Brief
are Information Exchanges at the end of Stage 2.)
Handover Strategy
The strategy for handing over a building, including the

requirements for phased handovers, commissioning,
training of staff or other factors crucial to the successful
occupation of a building. On some projects, the Building
Services Research and Information Association (BSRIA)
Soft Landings process is used as the basis for formulating
the strategy and undertaking a Post-occupancy Evaluation
(see www.bsria.co.uk/services/design/soft-landings/).
Health and Safety

Strategy
The strategy covering all aspects of health and safety on

the project, outlining legislative requirements as well as
other project initiatives, including the Maintenance and
Operational Strategy.
Information
Exchange
The formal issue of information for review and sign-off by

the client at key stages of the project. The project team
may also have additional formal Information Exchanges as
well as the many informal exchanges that occur during the
iterative design process.
Initial Project Brief
The brief prepared following discussions with the client to

ascertain the Project Objectives, the clients Business Case
and, in certain instances, in response to site Feasibility
Studies.
Maintenance
and Operational
Strategy
The strategy for the maintenance and operation of a

building, including details of any specic plant required
to replace worn out building services and other building
components.
Post-occupancy
Evaluation
Evaluation undertaken post occupancy to determine

whether the Project Outcomes, both subjective and
objective, set out in the Final Project Brief have been
achieved.
Practical
Completion
Practical Completion is a contractual term used in the

Building Contract to signify the date on which a project is
handed over to the client. The date triggers a number of
contractual mechanisms.
107
108
Project Budget
The clients budget for the project, which may include

the construction cost as well as the cost of certain
items required post completion and during the projects
operational use.
Project Execution
Plan
The Project Execution Plan is produced in collaboration

between the project lead and lead designer, with
contributions from other designers and members of the
project team. The Project Execution Plan sets out the
processes and protocols to be used to develop the design.
It is sometimes referred to as a project quality plan.
Project Information
Information, including models, documents, specications,

schedules and spreadsheets, issued between parties
during each stage and in formal Information Exchanges at
the end of each stage.
Project Objectives
The clients key objectives as set out in the Initial Project

Brief. The document includes, where appropriate, the
employers Business Case, Sustainability Aspirations or
other aspects that may inuence the preparation of the
brief and, in turn, the Concept Design stage. For example,
Feasibility Studies may be required in order to test the Initial
Project Brief against a given site, allowing certain highlevel brieng issues to be considered before design work
commences in earnest.
Project Outcomes
The desired outcomes for the project (for example, in the

case of a hospital this might be a reduction in recovery
times). The outcomes may include operational aspects and
a mixture of subjective and objective criteria.
Project
Performance
The performance of the project, determined using

Feedback, including information about the performance
of the project team and the performance of the building
against the desired Project Outcomes.
Project
Programme
The overall period for the brieng, 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

as dening the stages during which those roles are required
and the parties responsible for carrying out the roles.
Project Strategies
The strategies developed in parallel with the Concept

Design to support the design and, in certain instances, to
respond to the Final Project Brief as it is concluded. These
strategies typically include:
s acoustic strategy
s re engineering strategy
s Maintenance and Operational Strategy
s Sustainability Strategy
s building control strategy
s Technology Strategy.
These strategies are usually prepared in outline at Stage
2 and in detail at Stage 3, with the recommendations
absorbed into the Stage 4 outputs and Information
Exchanges. The strategies are not typically used for
construction purposes because they may contain
recommendations or information that contradict the drawn
information. The intention is that they should be transferred
into the various models or drawn information.
Quality Objectives
The objectives that set out the quality aspects of a project.

The objectives may comprise both subjective and objective
aspects, although subjective aspects may be subject to a
design quality indicator (DQI) benchmark review during the
Feedback period.
Research and
Development
Project-specic Research and Development responding to

the Initial Project Brief or in response to the Concept Design
as it is developed.
Risk Assessment
The Risk Assessment considers the various design and

other risks on a project and how each risk will be managed
and the party responsible for managing each risk.
Schedule of
Services
A list of specic services and tasks to be undertaken by a

party involved in the project which is incorporated into their
professional services contract.
Site Information
Specic Project Information in the form of specialist surveys

or reports relating to the project- or site-specic context.
Strategic Brief
The brief prepared to enable the strategic denition of the

project. Strategic considerations might include considering
different sites, whether to extend, refurbish or build new and
the key Project Outcomes as well as initial considerations
for the Project Programme and assembling the project team.
109
110
Sustainability
Aspirations
The clients aspirations for sustainability, which may

include additional objectives, measures or specic levels of
performance in relation to international standards, as well
as details of specic demands in relation to operational or
facilities management issues.
The Sustainability Strategy will be prepared in response
to the Sustainability Aspirations and will include specic
additional items, such as an energy plan and ecology plan
and the design life of the building, as appropriate.
Sustainability
Checkpoints
The Sustainability Checkpoints ensure that key

considerations in relation to sustainability are considered
as the design and construction progresses.
Sustainability
Strategy
The strategy for delivering the Sustainability Aspirations.
Technology
Strategy
The strategy established at the outset of a project that sets

out technologies, including Building Information Modelling
(BIM) and any supporting processes, and the specic
software packages that each member of the project team
will use. Any interoperability issues can then be addressed
before the design phases commence.
This strategy also considers how information is to be
communicated (by email, le transfer protocol (FTP) site or
using a managed third party common data environment) as
well as the le formats in which information will be provided.
The Project Execution Plan records agreements made.
Work in Progress
Work in Progress is ongoing design work that is issued

between designers to facilitate the iterative coordination of
each designers output. Work issued as Work in Progress is
signed off by the internal design processes of each designer
and is checked and coordinated by the lead designer.
Index
112
architects role 46, 75, 100

As-constructed Information 30, 32, 34,
82, 104
asset management 812
benchmarking 57, 83
bespoke Plan of Work 5, 369
task bars 1116
BIM see Building Information Modelling (BIM)
brieng processes 702
(see also Final Project Brief; Initial
Project Brief; Strategic Brief)
British Standards 51, 67
budget see Project Budget
Building Contract 30, 32, 104
Building Information Modelling (BIM)
6578, 104
BIM Execution Plan 76
BIM manual 51, 778
BIM maturity diagram 69
BIM Overlay to the RIBA Outline Plan
of Work 689
building log book 28
building operation and maintenance
812, 9495
(see also Maintenance and
Operational Strategy)
building services engineer 46, 75
Building Services Research and Information
Association (BSRIA), Soft Landings
Framework 83
building systems, intelligent 81
Business Case 20, 878, 104
CABE Value Handbook 63
CAD information 49
CAD manual 51
CAFM (computer-aided facility management)
systems 82
capital cost (CAPex) 55
Change Control Procedures 26, 27, 51, 105
civil engineer 46
client advisers 43, 98
client types 43
climate adaptation criteria 88, 89, 92
Common Standards 22, 51, 67, 78, 105
Communication Strategy 22, 51, 72, 77, 105
company organisation charts 51

Computer-aided design (CAD) 66
Concept Design 245
in planning applications 15
Sustainability Checkpoints 901
conservation projects 15
Considerate Constructors Scheme 100
construction lead 46
Construction Operations Building information
exchange (COBie) 82
Construction Programme 13, 50, 105
Construction stage 301, 945
Construction Strategy 105
health and safety issues 99100
in project stages 24, 26, 28, 30
contract administrator 46, 80
contractors design 489, 75, 76
Contractors Proposals 11, 105
contractors role 43, 47, 100
contracts see Building Contract;
professional services contracts
Contractual Tree 22, 47, 51, 105
Core Objectives task bar 1011
cost consultant 46, 54, 57
Cost Information 24, 26, 545, 56, 106
(see also Project Budget)
Design Programme 13, 50, 73, 106
Design Quality Indicators (DQI) 61
Design Queries 30, 106
Design Responsibility Matrix 489, 51, 106
BIM projects 73, 75
in project stages 22, 28
design team 29, 44, 89
Developed Design 267, 92
economic outcomes 61
Employers Requirements 106
end of construction BIM record model data
712, 812
energy performance assessment 89
energy performance certicates (EPC) 95
environmental performance targets 61, 89, 92
facilities management 712, 89, 93, 95
Feasibility Studies 22, 106
federated model 75
Feedback 20, 32, 34, 60, 106

fees 7, 39, 45
Final Project Brief 24, 106
Government Construction Strategy 6678
Government Soft Landings (GSL) 84, 87
Handover and Close Out 323, 7984, 9596
Handover Strategy 107
BIM projects 73
in project stages 22, 24, 26, 28, 30, 32, 34
health and safety 97102
health and safety adviser 46, 98, 101
Health and Safety Strategy 24, 26, 28, 30,
101, 107
In Use services 345, 54, 96
Industry Foundation Classes (IFC) 77
Information Exchanges 22, 49, 51, 107
BIM projects 756
Project Outcomes in 62
task bar 18, 74
(see also Project Information)
Initial Project Brief 22, 56, 107
Project Outcomes in 612
Sustainability Aspirations in 86, 889
integrated team 29, 45, 67
intelligent building systems 81
interchangeable data formats (IFC) 76
Key Support Tasks 17, 74
lead designer 29, 489, 50, 75, 76, 99, 100
level of detail 29, 49
life cycle costs 537
Maintenance and Operational Strategy 57, 107
in project stages 24, 26, 28
operating and maintenance manual 95
operating costs (OPex) 55
operations and maintenance 812
(see also Maintenance and Operational
Strategy)
OPex 55
113
partial possession 80
payback period 556
phased handover 80
Planning (Town) task bar 1516
Planning Application Design and Access
Statement 92
planning applications 1516
plug and play 78
Post-occupancy Evaluation 34, 107
Practical Completion 80, 107
practice-specic Plan of Work 36, 37
task bars 1116
Preliminary Cost Information 24
preparation and brief stage 223
Sustainability Checkpoints 889
Private Finance Initiative (PFI) 55
procurement route 1112
procurement strategy 13, 23, 31, 39, 86
Procurement task bar 1113, 73
professional fees 7, 39, 45
professional services contracts 45, 61
Programme task bar 1314, 734
Project Budget 22, 54, 56, 108
(see also Cost Information)
project directory 51
Project Execution Plan 51, 108
BIM projects 76
Project Information 32, 34, 108
(see also Cost Information;
Information Exchanges)
project lead 15, 50
Project Objectives 22, 108
Core Objectives task bar 1011
Project Outcomes 5963, 823, 108
environmental performance targets 61, 89
measuring 601, 71
in project stages 22, 34
and whole life costs 57
Project Performance 34, 108
Project Programme 20, 22, 24, 50, 51, 108
BIM projects 734
Programme task bar 1314
project quality plan 51
Project Roles Table 47, 51, 108
preparation and brief stage 22
114
project stages 1935

Project Strategies 24, 25, 26, 27, 28, 109
project team 4152
BIM projects 72
project-specic Plan of Work 36, 38
task bars 1116
public sector clients 18, 63, 84
Quality Objectives 22, 109
quality plan 51
Research and Development
24, 26, 34, 60, 109
responsibilities see Design Responsibility
Matrix
reuse of assemblies 71
RIBA Client Adviser 43
RIBA Forms of Appointment 6, 18
RIBA Plan of Work
background 23
")-/VERLAYTO 689
main changes 57
terminology 10310
why update? 45
RIBA Value Toolkit 63
Risk Assessments 109
planning applications 15
roles and responsibilities 457
(see also Design Responsibility Matrix)
Schedule of Services 22, 50, 62, 109
security strategy 25
site appraisal 23
Site Information 22, 109
Site Waste Management Plan 22, 92
social outcomes 62
Soft Landings 83, 87
specialist consultants 44, 46, 89
specialist subcontractors 27, 29, 49, 75, 92, 93
standards 51
Strategic Brief 20, 878, 109
strategic denition stage 201, 878
structural engineer 46, 75
sub-consultants 43, 46, 89
subcontractor's design 478, 75, 76
(see also specialist subcontractors)
Support Tasks 17, 74

Sustainability Aspirations 22, 24, 867, 110
Sustainability Checkpoints 17, 8696, 110
Sustainability Strategy 110
development 87, 92
task bars 1018
Technical Design 289, 93
Technology Strategy 22, 51, 767, 110
three Ps 11
3D brief 701
UK Government Information Exchanges 18, 74
Usable Buildings Trust, Soft Landings
Framework 83
value and outcomes 623
whole life costs 537
Work in Progress 110

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What is the RIBA Plan of Work and why was it updated?

What is the RIBA Plan of Work and why was it updated?

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What are some of the major changes in the RIBA Plan of Work 2013?

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What is the RIBA Plan of Work?

The RIBA Plan of Work 2013

How do the task bars work?

Establishing your project team

How do client entities vary?

Dening whole life costs

Harnessing Building Information Modelling (BIM) using the Plan

Why is the brieng process different on a BIM project?

The changing nature of project handover

Why is Practical Completion important?

Stage 0 Strategic Denition

Enhancing health and safety

Terms used throughout the RIBA Plan of Work

What is the RIBA Plan of Work?

The RIBA Plan of Work 2013 Overview publication, available from

The importance of considering and successfully assembling the project team is

What is the RIBA Plan of Work?

Guide to Using the RIBA Plan of Work 2013

Why is a major update of the RIBA Plan of Work

Guide to Using the RIBA Plan of Work 2013

8. The information produced at Stages D, E and F1 varies widely depending on

What are the main changes to the RIBA Plan of Work?

How does the RIBA Plan of Work 2013 respond to

USE OF THE RIBA PLAN OF WORK 2013

Guide to Using the RIBA Plan of Work 2013

The RIBA Plan

How do the task bars work?

How do the task bars work?

What are the eight task bars and what purpose do

Task bar 1: Core Objectives

Guide to Using the RIBA Plan of Work 2013

Task bar 2: Procurement

Identify clients Business

Develop Project Objectives,

Prepare Concept Design,

Prepare Developed Design,

Prepare Technical Design

Initial considerations for

Prepare Project Roles Table

*Variable task bar

Establish Project Programme. Review Project Programme.

The procurement strategy does not fundamentally alter the progression

*Variable task bar

Review Feedback from

Prepare Handover Strategy

Offsite manufacturing and

Undertake In Use services

Planning applications are typically made using the Stage 3 output.

*Variable task bar

Review and update

Review and update