Guide to Using the RIBA Plan of Work 2013 - Other - Page 80
Guide to Using the RIBA Plan of Work 2013
• 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
• 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 defined tasks in the
RIBA Plan of Work 2013 benefit BIM projects?
Chapter 2 sets out the reasoning behind the eight stages and eight task bars. Five
of the task bars have been conceived specifically 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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