Job Book 9th Edition - Book - Page 37
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Stage 0 > Strategic Definition
0.5.4
Client
0.5.4.1
Identify the client, and the status and authority of any client
representative.
Note whether an individual is acting in a private capacity
or representing a charitable organisation, consortium or a
company, etc. If a representative, then what authority is he or
she acting under and with what power?
In the case of a commercial client, make certain precisely where
the ultimate authority resides. For example, the client’s company
might exist within a parent body.
Where the client is two or more individuals or a family unit who
have formed some kind of association, be sure that you know
who has authority to make decisions, give instructions and make
payments.
0.5.4.2
Understand whether the project is for direct occupation by
the client or is a speculative development for sale or lease, and
enquire about the potential involvement of any third party who
may expect to be consulted, including funders.
Bear in mind that working with a group of people on a community-type
project, or with a user client for whom this is their first project, may entail
a certain amount of extra work, including meetings outside of typical
working hours.
0.5.4.3
Check the experience of the client. Some clients know exactly
what is needed and what they can realistically expect from
consultants, while some may never have built before.
Be particularly careful in initial meetings with inexperienced clients.
Remember that your legal duty of care can relate to the known
experience or inexperience of your client.
0.5.4.4
Check the soundness of the client.
Make discreet enquiries about the prospective client’s business
record and financial position. Is there any known tendency to
questionable business dealings or hasty resort to threats of legal
action? What nature of client are they? What previous projects
have they commissioned? What were they like to work with?
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