Guide to Using the RIBA Plan of Work 2013 - Other - Page 20
Guide to Using the RIBA Plan of Work 2013
A fundamental part of determining the procurement strategy for assembling the
project team is defining 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-specific 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 finalised, during a later stage.
Where architects’ practices, clients or other participants in the processes
involved frequently use a specific form of procurement, such as traditional or
two-stage design and build Building Contracts, they will be able to produce a
practice-specific 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-specific 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-specific
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 specific 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 specific Schedule of Services.
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