Job Book 9th Edition - Book - Page 313
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Stage 6 > Handover and Close Out: Supplementary Material: 6/SM5
to dovetail with any existing procurement process, Soft Landings begins at the
outset of any project, not just at handover. It includes better briefing, realistic
performance benchmarking, reality-checking of design and procurement
decisions, a graduated handover process and a period of professional aftercare
by the project team. Equally important, it promotes an open and collaborative
working culture.
Core principles
In order to provide greater clarity to the industry about the core fundamental
requirements of a Soft Landings project, BSRIA has created a set of core principles
(Table 6/1). A Soft Landings project is defined by the core principles: the package
of principles should be adopted in their entirety in order for a construction project
to be deemed a true Soft Landings project.
Table 6/1: Soft Landings core principles
1. Adopt the entire
process
The project should be procured as a Soft
Landings project, and project documentation
should explicitly state that the project team
will adopt the five work stages in the Soft
Landings Framework to the extent possible
2. Provide leadership
The client should show leadership, engender
an atmosphere of trust and respect,
support open and honest collaboration,
and procure a design and construction
process that can be conducted with equal
levels of commitment from all disciplines
3. Set roles and
responsibilities
In Soft Landings, the client is an active participant,
and leads the process at the outset to develop
the roles and responsibilities. This should
include client representatives, all key design
professionals, and the supply chain. The people
involved in this process should be the actual
individuals who will work on the project
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