Job Book 9th Edition - Book - Page 28
ONLINE VERSION
16
Stage 0 > Strategic Definition
A successful working relationship depends on the roles of all
parties being established clearly from the outset, and without
the ambiguities that so frequently lead to misunderstandings
and conflict. The activities listed below could be relevant before
the appointment of an architect, whether for full or partial
services, under any RIBA Plan of Work 2013 stage or part of a
stage, and are generally applicable regardless of procurement
method.
Refer to the Architect’s Handbook of Practice Management
(2010), Chapter 9 ‘The Architect’s Appointment’, Assembling
a Collaborative Project Team (2013) and Creating Winning Bids
(2013) for further guidance.
0.2
0.2.1
Procurement
Consider the likely composition of the design team and discuss
this with the client.
Which consultants are first to come on board will vary depending on the
nature of the project. If there are complicated planning issues, a planning
consultant may be necessary; if there are key environmental matters to be
considered, an environmental engineer may be required; or if transport
is a factor, a traffic engineer may be needed at an early stage to establish
the viability of the project.
Usually the first consultants to join the architect are project managers
(who are sometimes appointed before the architect) and cost consultants
(although generally only with experienced clients). If the project is
engineering-led, such as an infrastructure project, then civil, structural or
other engineers will be present.
Sometimes, the client will be reluctant to take on more consultants until
the viability of the scheme has been tested, to keep costs down. It is
important to emphasise the value that other consultants can bring, even
if their input is relatively light at the initial stages of a project.
See notes on RIBA Client Advisers under 0.1 Core Objectives.
