Download Creating Excellent Buildings: A guide for clients, 1st by Joanna Eley PDF

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Extra info for Creating Excellent Buildings: A guide for clients, 1st Edition

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You need a clear decision-making structure and should explain it to all those involved to avoid misunderstandings. Problems can arise from an inadequate understanding of the respective roles of consultants or gaps between them – your lead consultant can advise you on these. Use the cursor keys to navigate between pages Press Escape to view in window Projects are generally structured around regular meetings for the design and construction teams. You may want regular meetings with your external team to keep you updated as the project progresses and to give you an opportunity to foster co-operation.

If the answer to this is yes, then this guide can be put aside till next time. Retreating from a building project is cheap at this early stage but it gets increasingly expensive as time moves on. An initial formal document – which many descriptions of project process call a ‘statement of need’ – on which the project is based, will need to be agreed by the board or appropriate senior Print Close • What are the problems with the current premises/situation? • What would happen if there were no project?

Could changes to the building or place be avoided by modifying your organisation’s activities? The way in which these questions are best investigated is through an option appraisal – an examination of some reasonable possibilities. Initially a wide range of options should be considered to set parameters for a suitable solution. These should be narrowed down to keep the process manageable, always keeping the ‘do minimum’ or ‘do nothing’ option on a short list for detailed review. The short list of options should then be evaluated, considering the costs and benefits using discounted net present value (NPV) and taking account of possible risks.

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