Guide to Using the RIBA Plan of Work 2013 - Other - Page 23
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www.ribaplanofwork.com
The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects
into a number of key stages. The content of stages may vary or overlap to suit specific 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.
1
2
3
4
Strategic
Definition
Preparation
and Brief
Concept
Design
Developed
Design
Technical
Design
Core
Objectives
Identify client’s 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
specifications 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
services systems, outline
specifications, Cost
Information and Project
Strategies in accordance with
Design Programme.
Prepare Technical Design
in accordance with Design
Responsibility Matrix and
Project Strategies to include
all architectural, structural and
building services information,
specialist subcontractor
design and specifications,
in accordance with Design
Programme.
Procurement
Initial considerations for
assembling the project team.
Prepare Project Roles Table
and Contractual Tree and
continue assembling the
project team.
Stages
0
Tasks
*Variable task bar
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 specific tendering and procurement activities that will occur at each
stage in relation to the chosen procurement route.
Establish Project Programme. Review Project Programme.
Review Project Programme.
*Variable task bar
(Town) Planning
Pre-application discussions.
Pre-application discussions.
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.
6
7
Construction
Handover
and Close Out
In Use
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.
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 specific stage dates and detailed programme durations.
Prepare Sustainability
Strategy, Maintenance and
Operational Strategy and
review Handover Strategy
and Risk Assessments.
Review and update
Sustainability, Maintenance
and Operational and
Handover Strategies and
Risk Assessments.
Review and update
Sustainability, Maintenance
and Operational and
Handover Strategies and
Risk Assessments.
Undertake third party
consultations as required
and any Research and
Development aspects.
Undertake third party
consultations as required
and conclude Research and
Development aspects.
Prepare and submit Building
Regulations submission and
any other third party
submissions requiring consent.
Review and update Project
Execution Plan.
Review and update Project
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.
Review and update Project
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.
Update Construction and
Health and Safety Strategies.
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
building’s 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.
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
*Variable task bar – in creating a bespoke project or practice specific RIBA Plan of Work 2013 via www.ribaplanofwork.com a specific bar is selected from a number of options.
2
3
4
Concept
Design
Developed
Design
Technical
Design
Planning application –
Stage 3 / conditions –
Stage 4
Pre-application discussions.
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.
Planning application –
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.
Stages
Planning bar
Undertake In Use services
in accordance with
Schedule of Services.
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
Suggested
Key Support
Tasks
5
Figure 2.3 Planning process options available when generating a practiceor project-specific Plan of Work
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