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Drivers for dynamic brief
development in
construction
Ayman A.E. Othman
Tarek M. Hassan and
Christine L. Pasquire
The authors
Ayman A.E. Othman is based at the Department of Social
Services and Commercial Buildings, Abu Dhabi, United Arab
Emirates.
Tarek M. Hassan and Christine L. Pasquire are based at the
Department of Civil and Building Engineering, Loughborough
University, Leicestershire, UK.
Keywords
Construction industry, Project management
Abstract
Confining the development of the project brief to a certain stage
hinders the interaction between the client and the designer. In
addition, it inhibits the incorporation of the influential internal
and external factors that may affect the project. In spite of the
frequently adverse impact of change orders on project cost, time
and quality, literature review and case studies showed that client
organisations continue to use change orders to achieve their
expectations and enhance their projects’ performance principally
because current construction management process instills an
expectation that, change after a specified point is somehow
outside the project brief rather than part of the ongoing
development of that brief. This paper introduces the concept of
dynamic brief development (DBD), a process that facilitates
client satisfaction, meets the need to adapt to the brief
developing factors for the benefit of the project and fulfils the
desire to manage project change orders. In this paper, the need,
aims and principles of the concept of DBD are explained and the
factors driving brief development are identified. In addition,
the rationale behind each factor is given and the case study
sampling method is described.
Electronic access
The Emerald Research Register for this journal is
available at
www.emeraldinsight.com/researchregister
The current issue and full text archive of this journal is
available at
www.emeraldinsight.com/0969-9988.htm
Engineering, Construction and Architectural Management
Volume 11 · Number 4 · 2004 · pp. 248–258
q Emerald Group Publishing Limited · ISSN 0969-9988
DOI 10.1108/09699980410547603
Introduction
The recognition that clients are the core of the
construction process reveals the importance of
achieving their satisfaction (Bennett et al., 1988;
Kamara et al., 2000; Latham, 1994). Two
objectives have to be met in order to achieve client
satisfaction. First, the translation of client needs
into a design, which specifies technical
characteristics, functional performance criteria
and quality standards; and secondly, the
completion of the project within a specified time
and in the most cost effective manner (Bowen et al.,
1999). Clients are most likely to be satisfied when
the final product matches or exceeds their
expectations (Ahmed and Kangari, 1995; Hudson,
1999). Smith and Wyatt (1998) state that the early
stages in the development of a project are crucial to
its success. This is because the significant decisions
made during these early stages influence the
characteristics and form of the project. Once these
decisions have been made, by their very nature,
they cannot be readily deleted or dramatically
changed in subsequent stages. As a result,
changing the project brief, after it has been
established and in particular at later stages, has an
impact on project cost, time and quality. Late
changes to the brief are considered a major source
of dispute and litigation globally throughout the
construction industry (CIC, 1994; Kubal, 1994;
O’Brien, 1998; Veenendaal, 1998). In an
endeavour to eliminate brief changes during the
construction process, the Royal Institute of British
Architects (RIBA) Plan of Work, updated and
approved by the RIBA Council in 1998, freezes the
modification of the project brief after the detailed
proposal stage (RIBA, 2000). This is not reflected
in practice, however. Emerging client
requirements, the construction industry’s
fragmented nature, long investment terms, risk
exposure, time consumption and a myriad of other
internal and external influences, may urge client
organisations and construction professionals to
change what was established at earlier stages.
Literature review and an analysis of 36 case studies
undertaken by the authors showed that many of
these “late” changes have enabled client
organisations to more fully achieve their emerging
requirements, meet user needs, cope with
regulation changes, exploit business opportunities,
adapt to technology improvement, add more
value and manage associated risks (Bates, 1996;
Burati et al., 1992; Chapman, 1997; Gardiner and
Simmons, 1992).
The main aim of this paper is to introduce the
concept of a dynamic brief development (DBD)
process justified by the importance of achieving
the client’s needs (Latham, 1994) and the need to
248
Dynamic brief development in construction
Ayman A.E. Othman, Tarek M. Hassan and Christine L. Pasquire
Volume 11 · Number 4 · 2004 · 248–258
focus on the customer as a driver for enhancing the
performance of the construction industry (Egan,
1998). DBD must also recognise the need to
manage the drivers that affect the project brief for
the benefit of the project and the desire to manage
project change orders. This paper argues the need
for permitting development of the project brief
across the project life cycle and aims to establish
the concept of DBD. The specific objectives of the
research are:
(1) to define and identify the drivers for brief
development,
(2) to establish the principles of DBD, and
(3) to define a time frame within which to manage
the defined drivers.
about the project history and the project brief at
the end of the strategic briefing stage. Particular
attention was paid to gathering information from
the correspondence between the related parties
(such as client-designer, client-funding bodies,
designer-other consultants and
designer-government authorities), minutes of
meetings, internal memos, drawings and
specifications. Following the examination of the
project files, an unstructured interview was held
with the project architect, when appropriate, to
investigate the way in which the project brief was
developed. By using more than one source of
evidence (project documentation and the
recollection of the project architect) it was possible
to improve the validity of the collected brief
developing drivers and increase background
knowledge. In an effort to ensure the reliability of
the data, data collection concentrated on facts and
events, rather than subjective interpretations
(MacPherson et al., 1993; Yin, 1989). Literature
review and case study resulted in the identification
of 47 drivers of brief development. The work was
reviewed and refined by the authors on a regular
basis in order to omit repeated drivers and merge
similar ones. The end result was the identification
of 30 factors that can cause the project brief to
change and develop.
Methodology
The aim and objectives outlined above called for
a research strategy, which could gather data
sufficiently rich to reveal the drivers for the
definition of DBD. Two approaches were
employed, namely literature review and
case studies. The literature review was used to
(1) review the current theory relating to brief
development, and
(2) identify the drivers of brief development.
The literature review resources depended on
textbooks, academic and professional journals,
conference and seminar proceedings, dissertations
and theses, organisations and government
publications as well as Internet and related Web
sites. In order to validate the drivers identified
from the literature review, field data from 36
construction projects were collected and analysed.
The research, unusual in that access, was available
to a very large number of construction projects.
This sample was too large for analysis within the
time scale available so a random sampling method
was used to define the data set for the case studies
(see below). These case studies comprised of
recently completed projects and the information
obtained was classified into two main types: the
first being project information (e.g. project type,
components, cost, duration, contract type and
project quality); and the second concerned the
development of the project brief (e.g. development
type, driver, stage, effects on time, cost, quality
and the steps adopted to manage the
development). The use of case studies confirmed
the identification of brief developing drivers and
added new drivers which were not covered by the
current literature. These new drivers were specific
to the culture of the surveyed society.
The case studies comprised a detailed
inspection of project files to collect information
Case study sampling
The objective of the case study sampling was to
select a representative and non-biased sample of
construction projects from which to identify the
brief developing drivers. The survey was
undertaken in Abudhabi, United Arab Emirates
and information about the distribution of the
districts surveyed was collected from the
Department of Social Services and Commercial
Buildings, UAE. The city was divided into
87 districts (DSSCB, 2000). Random number
tables were used to select 45 districts, which
represented 51.72 per cent of the total. Ten
districts were excluded because of the difficulty in
obtaining information about the projects in general
and the brief development in particular due to
national security matters. Buildings in each district
were counted up and each building was given a
unique number to form a table of 900 buildings.
A systematic sample of 36 buildings (1 : 25) was
used to select the case study sample. This sampling
methodology effectively covered the surveyed city,
so the identified brief developing drivers were
extracted from different projects constructed in
different districts, with different regulations, types,
clients organisations, cost, time and quality, all of
which contributed to the reliability and validity of
the definition of the drivers of brief development.
249
Volume 11 · Number 4 · 2004 · 248–258
Current theory relating to brief
development
Briefing in construction has become the focus of
considerable attention in the post-Latham era,
both within the research community and amongst
industry professionals (Hassanen and
Bouchlaghem, 1999). The following section is
devoted to the definition of the terms used within
this paper and to present the different approaches
to brief development throughout the project life
cycle.
Definitions
The “brief” is a formal document which is the
medium for expressing or communicating the
objectives and needs of the client (Bennett et al.,
1988; CIB, 1997; Goodacre et al., 1982; Hellard,
1993). The brief contains information for project
implementation and should include:
(1) the background, purpose, content and desired
outcomes of the project;
(2) the functions of the intended facility and the
relationship between them;
(3) cost and time target;
(4) instructions on procurement and organisation
of the project; and
(5) site and environmental conditions, safety,
interested third parties and other factors
which are likely to influence the design and
construction of the facility (Kamara, 1999).
To “develop” is defined as to unfold gradually, or
in detail; to change from one state into another by
modification, omission or addition to a project
document, design, process or method approved or
accepted earlier. Development is defined as an
unfolding growth or progress (Gardiner and
Simmons, 1992; Webster’s Dictionary, 2000).
Therefore, for the purpose of this paper, “brief
development” is defined as a “detailed, gradual
unfolding, growth, progress or change either by
modification, omission or addition to the brief
document contents that will affect the final
product and hence affect the achievement of the
client objectives, needs and satisfaction”.
In addition, “drivers of brief development” is
defined as the drivers that lead to unfolding,
growth, progress or change of the project brief.
There appears to be a split in the approach to
brief development. One approach considers the
brief as an entity in itself, which should be frozen
after a critical period (approach A). Decisions tend
to be taken as early as possible, and briefing
becomes a stage or stages in the design and
construction process. The other approach
(approach B) considers the brief as a live and
dynamic document that develops iteratively from
an initial global brief in a series of stages. Briefing is
deemed as an ongoing activity that evolves during
the design process (Barrett et al., 1996; Kamara,
1999). This approach is emphasised by Barrett
and Stanley (1999) who define the “briefing
process” as the process running throughout the
construction project by which means the client’s
requirements are progressively captured and
translated into effect. These schools of thoughts
are illustrated by the following examples.
The RIBA plan of work
The RIBA plan of work states that the brief is
normally developed in three phases. In the first
phase, the client establishes the need for the
project objectives, perhaps by way of a business
case. In the second phase, which is the most
effective if carried out after completion of
feasibility studies and/or option appraisals, the
strategic brief is developed from the initial
statement to provide sufficient information for the
consultants to commence the design process.
In the third phase, the project brief is developed
from the strategic brief in parallel with the design
process during the work stages C and D, namely
outline proposals and detailed proposal stages,
respectively. The project brief is to be frozen at the
end of the detailed proposal stage (RIBA, 2000).
The RIBA plan of work emphasises the need to
produce an explicit and detailed brief at an early
stage, and then to work to it as closely as possible
(Barrett et al., 1996) and is an example of
approach A.
The process protocol
The process protocol is the result of collaboration
between a number of like-minded organisations
from various disciplines within the UK
construction industry together with the research
expertise of the University of Salford and
Loughborough University in UK. The process
protocol is a common set of definitions,
documentation and procedures that provide the
basis for a wide range of organisations involved in a
construction project to work together seamlessly.
It emphasises the need to improve coordination
between different parties through the adoption of
manufacturing industry perspective. The protocol
presents a map for the construction process, where
the project brief is finalised at the production
information stage and places a soft gate between
the production information stage and the
construction stage. All solutions and various
options and requirements are fixed for
construction (Kagioglou et al., 1998). The process
protocol also leans towards approach A.
250
Volume 11 · Number 4 · 2004 · 248–258
The Netherlands approach
In The Netherlands, the brief is seen as a process
and not an event. It is a process that not only starts
early but also continues to inform all the technical
work throughout the project. The brief is explicitly
managed to evolve through various stages in
parallel with the technical information till
specification stage and could be extended through
the construction stage. Continued interaction with
the client is essential in this process, the underlying
principle is to make as few decisions as possible at
each stage. This means identifying the critical
decisions and leaving flexibility on other issues for
later consideration as more information becomes
available (Barrett and Stanley, 1999). This follows
approach B.
Rezgui et al. (2001) state that clients prefer to
consider the briefing process as extended until
almost the final stage of construction to ensure that
the final product meets their requirements and
fulfils their objectives. On the other hand,
consultants tend to consider the briefing as a
limited process with a well-defined start and end to
be able to claim fees for any extra work. In addition
to this, neither the process protocol nor
The Netherlands approach extend the briefing
process to cover the after practical completion
stage, where the lessons learned could be fed back
to enable client organisations and construction
professionals enhance the briefing process for new
projects as promoted by LEAF.
Learning from experience: applying
systematic feedback to improve the briefing
process in construction (LEAF)
LEAF is the title of 2 years research led by the
University of Sheffield, UK with the collaboration
of many partners. The theme of the project is the
improvement of the client briefing and evaluation
process by systematising the gathering and
application of feedback to improve the industry
productivity and user satisfaction. It states that the
failure to learn from the accumulated wealth of
experience from completed construction projects
is both costly and unproductive (Phiri and
Haddon, 2000). This does not follow either
approach but emphasises the need to improve
based on learning.
The need and aims of DBD
The importance of the DBD concept arises from
two significant flaws in current practice, which are
discussed below.
Deficiencies of the current briefing process in
achieving client satisfaction
The RIBA plan of work limits the brief
development to the detailed proposal stage.
Barrett et al. (1996) state that there are a number
of problems with this approach. Clients’ ideas
develop as the possibilities of a design unfold and a
beneficial creative dialogue with the design team
can occur. An insistence on adhering to a detailed
early brief will inhibit such a dialogue occurring.
Many client organisations are in a state of dynamic
change. That is often why they need a new building
in the first place. However, the rate of change may
be such that their requirements change during the
course of the project. A static brief will prevent
these changes from being accommodated.
Managing project change orders and
adapting to the influential internal and
external drivers
Very few projects are implemented without any
change to the original scope of work (Hansen,
1994). Change orders are often taken as an
indicator of someone’s failure to fulfil his or her
functions in the construction process. It is argued
that no one benefits from change orders during the
construction period. They are generally disruptive
of the orderly progress of the work and are usually
an economic burden on both client and contractor
(O’Leary, 1992). Change orders are seen as a
major cause of project delay and a source of many
disputes in today’s construction industry
(Al-Khalil and Al-Ghafly, 1999; Hanna et al.,
1999; Mezher and Tawil, 1998; Zaimi, 1997).
On the other hand (O’Brien, 1998; PMI, 2000),
client organisations use change orders to achieve
their emerging requirements and adapt to
influential internal and external drivers, such as
exploiting new business opportunities and
installing an improved technological system not
available during the brief and design stages. Smith
and Wyatt (1998) state that external forces may
drive changes and clients respond to these forces
by demanding a design that is more effective and
more efficient. Chapman (1997) emphasises that
effective client organisations are those who adapt
and change in response to their environment and
markets. In addition, successful design practices
are those who manage changes successfully. As a
result, the more influential the internal and
external drivers, the greater the use of change
orders, in particular, during the construction and
after practical completion stages. There is a need
to decide on how to react to these drivers for the
benefit of the project. This decision process should
include the consideration of potential value and
associated risk and be dynamic and ongoing.
The inability of the current briefing process
in achieving client satisfaction and adapt to
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Volume 11 · Number 4 · 2004 · 248–258
influential internal and external drivers for the
benefit of the project as well as the need to manage
project change orders, dictate the need for DBD.
This concept will
(1) enable client organisations achieve their
expectations,
(2) facilitate an innovative response to the drivers
that may develop the project brief by
unfolding, growing, progressing or changing
its content for the benefit of the project, and
(3) manage project change orders minimising
their impact on project cost, time and quality.
building is not what they expected. Clients,
particularly naive ones, may find it difficult to
describe their objectives and operations to another
party, which leads to the production of unclear and
incomplete project brief. This becomes a greater
problem when the designer is not skilled in the art
of questioning. In addition, lack of presentation
and visualisation techniques inhibit the client’s
understanding of project design and what the
building will look like. It would appear that at one
or more stages of the construction process there
must be a lack of communication between the
parties involved. Male et al.’s (1992) analysis of
case studies showed that architects are more likely
to gain kudos from peer approval than from the
satisfaction of their clients and may ignore the role
of the client and behave unilaterally. These are
factors which have resulted in clients
dissatisfaction and driven them to develop the
project brief by changing, modifying, omitting and
adding to its contents.
Factors driving brief development
In order to respond effectively to the brief
developing drivers, these drivers have to be
identified and 30 drivers within 13 categories were
extracted from literature review and case studies.
Table I lists the factors that drive project brief
development and indicates whether the driver was
identified from literature, case study or both.
The concept of DBD extends the brief
development throughout the project life cycle,
therefore, the case studies covered all project
stages from the appraisal stage till the after
practical completion as shown in Figure 1.
This figure shows that brief developing factors
occur more frequently during the construction
stage, where it is expensive and difficult to execute
changes confirming the importance of
understanding this.
The rationale behind the definition of the
brief developing drivers
Many of the factors driving the development of the
brief were identified from the literature review and
confirmed by the analysis of the case studies as
shown in Table I. However, the case studies
revealed additional drivers not recognised earlier
in literature, although the examples collected were
from one city only, they do not appear to be
particularly country/culture specific. Thirty
drivers were identified and considered in
13 groups, the rationale behind their occurrence is
given below by a summary of literature and/or
specific case study examples.
Drivers relating to communication, clarity
and understanding
Barrett and Stanley (1999) stated that very few
buildings finish on time or at the right price and
clients often criticise the fact that the finished
Drivers relating to feasibility studies
A Feasibility Study is defined as a study to
determine the probability that a specific real estate
proposal will meet the objectives of the developer
and/or investor (Collins, 1999). De Valence
(1999) states that there are numerous examples of
projects proceeding to detailed design stage
without proper feasibility studies. Improper
feasibility studies and the absence of reasonable
alternative options including a no-build option
lead to the failure of the project and the project
brief to meet the client objectives and market and
business needs.
Drivers relating to value
Value Engineering is defined as the process of
relating the function, the quality and the cost of the
project in the determination of optimum solutions
for the project (Omigbodun, 2001). Initiating
value engineering changes contributes to the
production of better and smarter designs (Stocks
and Singh, 1999). This could be achieved through
developing the project brief by improving
functionality (AMEC, 1999), eliminating
unnecessary costs (Dell’Isola, 1997), simplifying
design, using substitute cheaper materials that
have same or better quality, using substitute
construction methods and equipment that have
greater capacities, higher efficiencies, higher
speeds and lower operating costs, for instance
(Tenah, 1985).
Drivers relating to project users
An example of this in the case study was identified
in a housing project consisting of 400 houses
designed by a foreign consultant, who did not
252
Volume 11 · Number 4 · 2004 · 248–258
Table I The brief developing factors
No.
Drivers relating to communication,
clarity and understanding
1.
2.
3.
4.
5.
Drivers relating to feasibility studies
6.
Drivers relating to value
7.
Drivers relating to project users
8.
9.
Drivers relating to coordination and accuracy
10.
Brief development drivers
From literary
review
From case
study
£
£
Unclear and incomplete project brief (Barrett and Stanley, 1999)
Inappropriate communication between client and designer
(Barrett and Stanley, 1999)
Lack of understanding of the Client organisation
Designers ignore the Client and behave unilaterally
Lack of presentation and visualisation of design (Barrett and
Stanley, 1999)
£
£
£
£
£
£
Inappropriate feasibility studies (De Valence, 1999)
£
£
Initiating value engineering changes (Stocks and Singh, 1999)
£
Project users not involved in the briefing process
(Kernohan et al., 1992)
Lack of understanding of different users’ culture and traditions
£
£
£
£
£
£
£
£
£
£
Uncoordinated and incorrect construction documents (O’Leary,
1992)
Drivers relating to inadequate provision of information
11.
Brief information still being given during later design and
construction stages (Barrett and Stanley, 1999)
12.
Lack of consideration of environmental requirements (Best and
Valence, 1999)
13.
Lack of information provision (Barrett and Stanley, 1999)
Drivers relating to regulations and technology advancement
14.
Lack of regulatory updating
15.
Changing government regulation and codes (O’Leary, 1992)
16.
Meeting new technology changes
Lack of communication and coordination between government
17.
authorities and design firms over planning and approvals
Drivers relating to Quality and Sustainability
18.
Lack of functional, aesthetic, safety requirements and
construct ability
19.
Whole project life not considered (CIB, 1996)
20.
Upgrading project facilities
Eliminate proven poor quality materials and equipment
21.
Drivers relating to design cost and time
22.
Inadequate available design time (ICE, 1996)
23.
Restricted design fees (ICE, 1996)
Drivers relating to unforeseen conditions
24.
Unforeseen conditions (O’Brien, 1998)
Drivers relating to market conditions and user demands
25.
Stakeholders change project requirements and have second
thoughts at later stage
26.
Project users appear at later stages
27.
Users exaggerate their needs
28.
Responding to market demand (Smith and Wyatt, 1998)
Drivers relating to lack of design expertise
29.
Materials are no longer available in market or use of
better/substitute materials (Tenah, 1985)
Lack of design experience
30.
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
Note: Please note that the factors in “italics” represent the factors for which there is no allowance under existing briefing systems and are extracted from
case studies
253
Volume 11 · Number 4 · 2004 · 248–258
Figure 1 Number of projects affected by briefing change vs project stage
adequately understand the culture and traditions
of the end-users. After the practical completion
stage of the project, the users implemented
significant changes in order to meet their
requirements such as privacy and the ability to add
more rooms for future increase in their family
sizes. Mustapha and Bintaher (2000) state that the
needs of the occupants may change, therefore
housing cannot be considered as a final product,
but rather a process that needs to be continuously
updated. The development of the project brief
should highlight to the client organisation, the
importance of involving project users in the
briefing process and understanding their
requirements, culture and traditions.
Drivers relating to coordination and
accuracy
Changes in the scope or details of construction
originate from various sources. One of the main
sources is the faulty construction documents,
which will generate the unexpected need for
alternative materials or process (O’Leary, 1992).
Uncoordinated and incorrect construction
documents emerge from the unfamiliarity of the
designer with the project, time shortage,
misunderstanding, information overload, over
manning, etc. (Wantanakorn et al., 1999). This
leads to develop the project brief in order to rectify
the incorrect project documentation and resolve
the contradictory between different documents
such as, drawings and specification in an
endeavour to make sure that the client
requirements are correctly reflected in the project
documents.
Drivers relating to inadequate provision of
information
An example of this was seen in a case study project
comprising a residential compound in the desert.
It consisted of 35 buildings. The project cost was
Dirhams (DHS) 53,760,000[1] and the
construction period was 24 months. Because of the
uniqueness of the project as it was the first of its
kind to be constructed in that area, brief
information was being delivered during later
design and construction stages. Lack of
information provision such as soil nature and
electricity load of the project resulted in changing
the structural design from shallow foundation to
deep piles and changing the electricity connection
cable to suit the project size, which delayed the
project handover for 180 days. In addition, lack of
considering environmental requirements urged the
designer to change the design to suit the area
weather and shift the water tanks from exposed to
underground water tanks in order to protect them
from hot climate and sand storming. The above
drivers resulted in developing the project brief and
increasing the project cost by DHS 5,692,813
and increasing the redesign and construction
period by 255 days.
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Volume 11 · Number 4 · 2004 · 248–258
Drivers relating to regulations and
technological advancements
The case study project, best illustrating this, was a
commercial complex consisting of basement floor
(2 Cinemas), ground and mezzanine floors
(showrooms), 12 typical residential floors, roof,
swimming pool, health club, six lifts, four
escalators, central gas system, central water
filtration system and central dish antenna. The cost
of the project was DHS 76,960,000 and the
construction period was 20 months. Changing the
government regulation and codes during the
course of the project and the lack of the designer to
update these changes, resulted in changing the
purpose of the basement to be a shopping centre
to suit the surroundings of the project and cover
the shortage of shopping centres in that area.
In addition, the lack of communication and
coordination between the government authorities
and design firms over planning and approvals
resulted in modifying the brief by adding new
spaces and equipment for future
telecommunication connections. The brief
development, according to the above mentioned
drivers, resulted in 25 days extra for redesign and
approvals and DHS 246,667 as extra design cost.
In addition, these changes reduced the
construction period by 60 days and reduced the
cost by DHS 725,000.
Drivers relating to cost and time
Every architect, engineer and other professional
has target dates by which their documentation
must be delivered. Concern about meeting
deadlines limits the time available for cost
comparisons and value management.
An inadequate budget for completing a design
properly encourages designers to take shortcuts in
the design process and can adversely affect the
completed facility (ICE, 1996). These are some
factors that may drive the client and designer to
develop the project brief in a later endeavour
to achieve maximum value and complete the
design properly.
Drivers relating to quality and sustainability
An example, from the case studies was a
refurbishment project comprising the modification
of an existing residential complex and the
construction of new recreation area, fountains,
swimming pool and car parking. The client’s
objective was to upgrade the project facilities and
add new services in order to enhance the project
performance, increase its rent and attract new
tenants. Many of the materials and equipment
used in the existing project such as finishes,
sanitary ware, fire fighting systems and lifts were
proven poor quality and the maintenance cost as
well as the whole project life was not considered.
In addition, lack of functional, aesthetic, safety
requirements resulted in development of the
original brief in order to meet the client’s
objectives. This development included redesign of
flats and circulation areas, changes to internal and
external finishing, the construction of new
aesthetic facades, enhanced safety requirements,
installation of high quality durable materials and
equipment, for instance. In spite of the cost, time
and effort spent in developing the original brief,
client objectives and satisfaction were achieved
increasing the annual income as well as enhancing
the project performance.
Drivers relating to market conditions and
user demands
An example was found in a project designed to be a
commercial building. After the design was
completed and the building license was issued, the
client received an offer to lease the building for
20 years, if the design was changed to a medical
centre provided with the latest technological
equipment and facilities. Because of the lack of
market demand for commercial buildings and the
business opportunity offered, the client decided to
change the project design accordingly. This
development of the project brief, which happened
at the end of the pre-construction period, resulted
in 100 extra days and additional cost of DHS
298,908 for redesign and approvals. A further
180 days was required to find a funding body to
finance the extra DHS 2,104,318 for hospital
equipment. The benefits that the client gained,
however, far outweighed the increases in cost and
time. The annual return for the commercial
building was DHS 550,000, excluding the
maintenance cost, which was the responsibility of
the client, whereas the annual return of the
medical centre was DHS 1,000,000, excluding the
operation and maintenance cost, which was the
responsibility of the medical centre.
Drivers relating to unforeseen conditions
Unforeseen conditions cause brief development
when the conditions of the field do not match the
contract documentation. This most often occurs
with regard to underground conditions, such as
uncharted utilities, uncharted existing
foundations, rock or other strata at higher
elevation than expected, high groundwater, and so
on (O’Brien, 1998). Such conditions force the
client and the designer to change and modify
the project brief in an attempt to overcome these
obstructions and deal with unexpected
circumstances.
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Volume 11 · Number 4 · 2004 · 248–258
Drivers relating to lack of design expertise
An example from the case study was a luxurious
office building. Its facades were covered with
curtain walls and most of the specified materials
were imported. Rapid material and technological
improvement, coupled with the lack of designer
experience to follow-up these improvements
meant many of the specified materials were no
longer produced or available in the market. As a
result, the client had to change the design of the
facades and decided to use locally made materials.
This development of the project brief enhanced
the project performance. First, the redesign of the
project facades reduced the air-conditioning
cooling capacity required and became more
suitable for a country having a hot and humid
climate. In addition, these developments to the
project brief minimised the project duration by
eliminating the time required to import material
from abroad and reduced the project cost by
using locally made materials (Tenah, 1985).
The construction period was reduced by 90 days
and the cost was reduced by DHS 380,000.
The definition and identification of the factors
of drive brief development demonstrates the need
to allow the brief to develop without confining this
to a specific design or design stage. Facilitating
brief development in this way will increase client
satisfaction and reduce the number and improve
the management of project change orders.
facilities management team and end-users will
enhance the performance of the briefing
process in future projects.
(4) A system to manage the brief developing
drivers is required. This system must respond
to these drivers in a way that adds value and
reduces associated risk in an endeavour to
achieve client satisfaction and manage project
change orders.
Principles behind the concept of DBD
The following underlying principles of the DBD
concept have been identified within the research.
These principles represent the basis that will
facilitate the achievement of the concept aims.
(1) The briefing process has to be deemed as an
ongoing process extending throughout the
project life cycle, responding in an innovative
manner to emerging client requirements,
meeting user needs, coping with regulatory
changes, exploiting business opportunities,
adapting to technological improvement,
adding value and managing associated risks.
This flexible approach will contribute to the
achievement of client expectations, adapt to
the influential internal and external drivers for
the benefit of the project and hence, avoid the
consequences of change orders as a result of
not considering these drivers.
(2) The project brief has to be considered as a live
document, which needs to be continually
developed throughout the project life cycle.
(3) Feed back to the client organisation as well as
the design and construction team of the
lessons learned and comments from the
Time frame/process stages
According to the RIBA plan of work, the work
stages into which the process of designing building
projects and administrating building contracts is
divided into three main stages, namely feasibility,
pre-construction period and construction period
(RIBA, 2000). The DBD concept proposes five
stages throughout the project life cycle during
which factors influencing the development of the
brief could occur. The completion of each stage
provides a milestone indicating an opportunity to
evaluate the progress of the brief development
and its success in meeting client requirements.
The rationale behind selecting these milestones is
attributed to the following:
Milestone (1) comes at the end of one of the
most important stages, the feasibility stage, where
the client requirements are first identified, studies
that enable the client to decide whether to proceed
and select the probable procurement method are
prepared and the strategic brief is identified.
Evaluating the project brief at this milestone
represents the basis to compare subsequently
developed brief versions.
Milestone (2) evaluates the brief development at
the end of the detailed proposals stage where the
information becomes more concrete and the pace
of change is reduced as well as the detailed
proposals are prepared. This milestone should
reflect the influence of internal and external drivers
on design since clients’ ideas develop as the design
alternatives unfold.
Milestone (3) comes at the end of the tender
action stage, which represents the end of the
pre-construction period and the beginning of the
construction period, the tender documentation is
ready, potential contractors and/or specialists for
the construction of the project are identified and
evaluated. In addition, tenders are obtained,
appraised and recommendations are submitted to
client. Evaluating brief development takes a
particular importance because the cost of change
or modification after this stage is expensive.
Milestone (4) evaluates the brief development at
the end of the construction to practical completion
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Volume 11 · Number 4 · 2004 · 248–258
stage. Implications of the drivers that affected the
project brief during construction in terms of
cost, time and quality, should be reflected in
the developed brief. Figure 1 shows that the
construction stage represents the stage that
witnesses most frequent development of the
project brief. This can be attributed to the
industry’s fragmented nature, long investment
term, risk exposure, time consumption, and
myriad of other internal and external influences.
Milestone (5) comes at the practical completion
stage, where the final inspections and settlement of
the final account occur. Evaluating brief
development at this milestone provides the client
organisation, design team and construction
professionals with learned lessons and feedback
from the end-users and facilities management
team, all of which play an important role in
improving the briefing process for future projects.
DBD would facilitate the incorporation of these
fluctuating demands and relies on the following
four underlying principles.
(1) The briefing process has to be deemed as an
ongoing process extending throughout the
project life cycle.
(2) The project brief has to be considered as a live
document continually developing and
adapting in an innovative manner to the
influential internal and external drivers for
the benefit of the project.
(3) Feeding back the client organisation and the
design and construction team with learned
lessons and comments of the facilities
management team and end-users in order to
enhance the performance of the briefing
process in future projects.
(4) A system to manage the brief developing
drivers has to be set out as early as possible.
Summary of findings and conclusion
Note
This paper investigates the existing theory on
briefing activities and seeks to identify the factors
that drive the need to change and develop the
original brief. Achieving client satisfaction implies
that the final product matches or exceeds client
expectation and that the final product should be a
reflection of the requirements of the brief.
Changing the project brief has, often negative,
impact on project cost, time and quality, however,
literature review and case studies showed that
changing the project brief better enabled client
organisations achieve their expectations and
enhance the performance of their projects.
Although the Process Protocol and The
Netherlands approach extend the project briefing
activities beyond the detailed design stage where
the brief is frozen under the RIBA plan of work, they
do not cover the stage after practical completion,
where a wealth of learned lessons and feedback
could enhance performance on new projects.
Literature review and case studies revealed 30
brief developing drivers within a broad
classification of 13 categories, requiring the
attention of client organisations and construction
professionals throughout the project life cycle if
client satisfaction is to be achieved, the number of
project change orders minimised and these drivers
adapted for the benefit of the project.
The failure of current briefing theory and
practice to fully embrace the factors that drive brief
development in order to achieve client satisfaction,
coupled with the need to manage project change
orders and the desire to adapt to the influential
internal and external drivers, reveals a need to
change the existing procedures. The concept of
1 UAE dirham was valued at $0.27 US on 17 September
2003 by Expedia.com
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PMI (2000), A: Guide to the Project Management Body of
Knowledge (PMBOKw Guide), Project Management
Institute, Newtown Square, Pennsylvania, PA.
Rezgui, Y., Body, S., Bouchlaghem, D., Hassanen, M., Cooper, G.,
Barrett, P. and Austin, S. (2001), “A proposed IT-based
approach for managing the construction brief effectively”,
Proc. of the CIB – W78 Conference, South Africa.
RIBA (2000), The Architect’s Plan of Work, Royal Institute of
British Architects, London.
Smith, J. and Wyatt, R. (1998), “Criteria for strategic decision
making at the pre-briefing stage”, in Hughes, W. (Ed.),
Association of Research in Construction Management
(ARCOM), Proc. of the 14th Annu. Conf., 9-11 September,
Reading University, UK, pp. 300-9.
Stocks, S. and Singh, A. (1999), “Studies on the impact of
functional analysis concept design on reduction in change
orders”, Constr. Mgmt Econ., Vol. 17 No. 3, pp. 251-67.
Tenah, K. (1985), The Construction Management Process, 1st
ed., Reston Publishing Company Inc., VA.
Veenendaal, J. (1998), “Analysing the impact of change orders
on a schedule”, Cost Eng., Vol. 40 No. 9, pp. 33-9.
Wantanakorn, D., Mawdesley, M.J. and Askew, W.H. (1999),
“Management errors in construction”, Eng. Constr. Archit.
Mgmt, Vol. 6 No. 2, pp. 112-20.
Webster’s Dictionary (2000), Merriam-Webster’s Collegiate
Dictionary & Thesaurus, Fogware Publishing.
Yin, R. (1989), Case Study Research: Design and Methods, Sage
Publication, London.
Zaimi, A.M. (1997), “Non-excusable delay in construction”,
PhD thesis, Loughborough University, UK.
Further reading
Othman, A.A.E., Hassan, T.M. and Pasquire, C.L. (2002),
“Dynamic brief development: II analysis of brief
developing drivers in the construction industry”,
J. Constr. Eng. Mgmt, (forthcoming).
Ribeiro, F.L. (1999), “Appraisal of value engineering in design in
Portugal”, in Hughes, W. (Ed.), Association of Research in
Construction Management (ARCOM): Proc. of the 15th
Annu. Conf., 15-17 September, Liverpool John Moores, UK,
pp. 277-86.
258
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www.emeraldinsight.com/researchregister
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0969-9988.htm
Analysis of factors that drive
brief development in construction
Brief
development in
construction
Ayman A.E. Othman
Department of Social Services and Commercial Buildings, Abu Dhabi,
United Arab Emirates
69
Tarek M. Hassan and Christine L. Pasquire
Department of Civil and Building Engineering, Loughborough University,
Loughborough, UK
Abstract
Purpose – The purpose of this paper is to analyse the factors that drive changes to the construction
project brief and the background to those factors. The founding argument, that incorporating these
changes is paramount for achieving client satisfaction, introduces the concept of dynamic brief
development (DBP), which permits changes throughout the project life cycle. The understanding and
attitude of the major construction project stakeholders towards DBP are investigated along with
identifying the originators of brief development and the value and risk sources.
Design/methodology/approach – A threefold method was used comprising a comprehensive
questionnaire survey followed by structured interviews. The results of these were further investigated
though a brainstorming session with major construction project stakeholders. A total population of
266,434 units for the survey was identified, reduced to a random stratified sample of 530. The response
rate was 49.2 per cent and the responses were analysed using a weighted relative importance index. A
total of 88 interviews were carried out and 12 client organisations participated in the brainstorming
session.
Findings – The findings lead to the conclusion that there is a need to set out a detailed brief
development management system that incorporates both value management and risk management.
This system should enable the appropriate project participant to make informed decisions at the right
time for the benefit of the client. The system must facilitate feedback to both client organisations and
construction professionals to enable lessons to be learned. Understanding the relationship between the
factors that drive brief development and the various project team members will facilitate managing
brief development in a way that increases client satisfaction and enhances the performance of the
project.
Originality/value – The paper identifies deficiencies in current practices and techniques and
presents a system which overcomes them.
Keywords Dynamic audit, Construction industry, Customer satisfaction
Paper type Research paper
Introduction
Achieving client satisfaction has been identified as one of the most important
challenges facing the construction industry in the 1990s (Torbica and Stroh, 2001), with
Latham (1994) emphasising achieving client need and Egan (1998) focusing on the
customer as a driver for enhancing performance. Clients are likely to be satisfied when
the final product matches or exceeds their expectations (Ahmed and Kangari, 1995;
Hudson, 1999). The need to achieve client satisfaction coupled with the dynamic,
changing and fragmented environment of the construction industry (Bowen and
Edwards, 1996; Kamara, 1999) results in the need to investigate the factors that drive
the development of the brief. The research work presented in this paper aims to:
Engineering, Construction and
Architectural Management
Vol. 12 No. 1, 2005
pp. 69-87
q Emerald Group Publishing Limited
0969-9988
DOI 10.1108/09699980510576907
ECAM
12,1
(1) Investigate the brief developing drivers listed in Table I, determining their
relative importance and establishing the correlation between them. This
investigation intends to direct the attention and raise the awareness of clients’
organisations and construction professionals to the most influential drivers of
brief development.
(2) Investigate the understanding of design firms, constructors and funding bodies
of the concept of brief development and identify the different techniques
adopted to manage it.
(3) Establish the relationship between the brief developing drivers and the project
team members in order to identify the originators of brief development and the
value and the risk sources to the project brief from the client’s point of view.
70
This paper presents the empirical findings from an unusually large sample and high
participation rate that measures the behaviour of factors that drive changes which
have hitherto only been partially or intuitively identified. Privileged access was
available to the total population of construction project data within a single city
Table I.
List of brief developing
drivers
No.
Brief developing drivers
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Unclear and incomplete project brief
Improper feasibility studies
Inappropriate communication between the client and the designer
Lack of understanding of the client organisations
Stakeholders change project requirements and have second thoughts at later stages
Initiating value engineering changes
Project users are not involved in the briefing process
Lack of understanding different users’ culture and traditions
Designers ignore the client role and behave unilaterally
Uncoordinated and incorrect construction documents
Brief information is still being given during later design and construction stages
Lack of presentation and visualisation of design
Lack of regulatory up-dating
Lack of functional, aesthetic, safety requirements and constructability
Whole project life not considered
Lack of consideration of environmental requirements
Inadequate available design time
Restricted design fees
Unforeseen conditions
Changing government regulation and codes
Lack of information provision
Lack of communication and co-ordination between government authorities and design
firms over planning and approvals
Responding to market demand
Upgrade project facilities
Materials are no longer available in market and use better substitute materials
26
27
28
29
30
(Abu Dhabi, United Arab Emirates) but as the quantity of data was too large for
analysis, a rigorous method of sampling was applied. The objective of the sampling
methods used was to represent the total population as closely as possible and give
authority to the findings.
Methodology
Survey questionnaire, relative importance index and bivariate analysis were used to
achieve aim (1), where structured interviews and a brainstorming session were used to
achieve aims (2) and (3), respectively.
Brief
development in
construction
71
Data sampling
The sampling plan using a random probability sampling method was applied across
all population categories so every unit had an equal chance of being included in the
sample (Hannagan, 1986; De Vaus, 1990). This selected a representative and non-biased
sample that was used to serve three different, but complementary, objectives. Firstly,
to identify the questionnaire respondents’ sample, then from the questionnaire
responses, the second stage identified the parties who most influenced the brief
development for interview. Finally, the client organisations that responded to the
survey questionnaire were selected to attend a brainstorming session.
Questionnaire survey sample
The total population of 266,434 units was classified into seven different strata
including client organisations, end-users, design firms, constructors, suppliers,
government authorities and funding bodies. Stratified random sampling was adopted
to ensure that the resulting sample would be distributed in the same way as the
population in terms of the stratifying criteria (Bernard, 2000; Bryman, 2001). The units
of the stratified random sample were chosen from a list of client organisations (DSSCB,
2000), the yellow pages directory (ETC, 2001) and the chamber of commerce and
industry directory (ADCCI, 2000) using a sampling factor of 1:20 applied to each
stratum resulting in the numbers shown in Table II. In order to select a more
reasonable sample for end-users and government authorities, a sampling factor of
1:2000 was used for end-users sample to produce 131 units and 1:1 for government
authorities, which means that all seven government authorities were chosen (Barnett,
1991). Table III shows a sample size of 329 with the total stratified sample of 530 units
used for the questionnaire survey shown in Table IV. The sample size suits the
population taking into account a 95 per cent confidence interval and 4.25 sampling
error (De Vaus, 1990).
Stratum
Client
End-user
Design firm
Constructor
Suppliers
Government authority
Funding body
No. of units
Stratum type
Sampling factor
Stratified sample
1,390
261,298
175
315
147
7
45
Individual
Individual
Organisation
Organisation
Organisation
Organisation
Organisation
1:20
1:20
1:20
1:20
1:20
1:20
1:20
69.5
13064.9
8.75
15.75
7.35
0.35
2.25
Table II.
Initial stratified sample
size
ECAM
12,1
72
Interview sample
The questionnaire responses showed the parties that most influenced brief
development were client organisations, design firms, constructors and funding
bodies. As client organisations were to participate in a brainstorming session,
interrogation of the other three parties would be through interview. A total of 88
interviews were conducted with the interviewees all being either managers of design
firms, heads of architectural, civil, structural, electrical and mechanical sections,
managers of construction companies, senior project managers or heads of engineering
sections in funding bodies.
Likert scale
It would have been possible to make a long list of relevant questions, particularly when
asking about attitudes and opinions. To contain the length of the list, scaling methods
were used as an alternative to asking questions, by utilising simultaneously a number
of observations on each respondent (Hannagan, 1986). The Likert scale of 1 to 5 was
employed to measure respondents’ attitudes to the questions. Although there are many
forms of scaling, the Likert scale was adopted because it is commonly used (Bernard,
2000), simple to construct, permits the use of latent attitudes and it is likely to produce
a highly reliable scale (Baker, 1997).
Data analysis
A three-stage approach was adopted for the data analysis. The first stage was simply
to measure the central tendency and dispersion of the questionnaire and interview
responses. The measure of central tendency was used to get an overview of the typical
value for each variable by calculating the mean, median and mode. The measure of
dispersion was used to assess the homogenous or heterogeneous nature of the collected
data by calculating the variance and the standard deviation (Bernard, 2000). Secondly,
since not all-brief developing drivers have the same influence on brief development, a
Table III.
The average numbers of
employees in
construction and
engineering departments
Category
Average no. of employees
No. of organisations
Sample size
Surveyed category
Table IV.
The numbers of planned
and returned
questionnaires with their
response rates
Client organisation
End users
Design firms
Constructor
Suppliers
Government authorities
Funding body
Total
Design
firms
Constructor
Suppliers
Government
authority
Funding
body
6
9
54
6
16
96
3
7
21
20
7
140
9
2
18
Questionnaire planned
Questionnaire returned
Response rate (%)
70
131
54
96
21
140
18
530
38
85
35
48
14
71
8
261
54.28
64.88
64.81
50
66.67
50.71
44.44
49.25
relative importance index was used to differentiate between drivers (Olomolaiye et al.,
1987; Shash, 1993). In order to investigate the correlation between the brief developing
drivers, the third stage established the linear relationship between the drivers using
bivariate analysis. The data were analysed with the aid of Microsoft Excel spreadsheet
and the Statistical Package for Social Sciences (SPSS) computer software (Kirkpatrick
and Feeney, 2001). Analysis of the collected data showed close values of means,
medians and modes, indicated typical central values and showed also low values of
variance and standard deviation. This confirmed the quality and the homogeneity of
the collected data as well as a low degree of dispersion resulting in reliable findings.
Questionnaire survey responses
The response rate was 49.2 per cent and is illustrated in Table IV. The questionnaire
was aimed to quantify the brief developing drivers in order identify the most
influential ones. The questionnaire was designed to be answered by:
.
client organisations;
.
end-users;
.
design firms;
.
constructors;
.
suppliers;
.
government authorities; and
.
funding bodies; and
.
consisted of three sections.
Firstly, general information on the respondent, e.g. organisation name and address,
contact phone number, contact fax number, the respondent designation, and the
organisation e-mail address. Secondly, the investigation of the respondents’ perception
of the brief development concept. Finally, to quantify the 30 brief developing drivers.
The questions asked and the analysis of the responses are discussed in the following
sections.
The probability of brief development occurring during construction
All respondents claimed brief development occurs during the construction process as a
result of change orders. Brief development which occurs within the control of client
organisations and construction professionals was rated 4.82 out of 5 with median of
4.5, mode of 5, variance of 0.355 and standard deviation (SD) of 0.596. Brief
development that occurs outside the control of client organisations and construction
professionals was rated 2.3 out of 5 with median of 2, mode of 2, variance of 1.137 and
SD of 1.067. These figures show that brief development occurs and is mostly within the
control of client organisations and construction professionals. This reinforces the need
argued by Othman et al. (2004) to adopt a dynamic brief development concept.
The stages where brief development takes place
The calculations of the measures of central tendency and dispersion are shown in
Table V. The rate of development reduces as the project information becomes clearer
and more concrete. The results also show that the rate of brief development increases
again during construction. This could be attributed to drivers such as:
Brief
development in
construction
73
ECAM
12,1
74
Table V.
The stages of brief
development against
their measures of central
tendency and dispersion
Brief developing stage
(1)
Appraisal
Strategic briefing
Outline proposals
Detailed proposals
Final proposals
Production information
Tender documentation
Tender action
Mobilisation
Construction to practical completion
After practical completion
.
.
.
.
.
Mean
(2)
Median
(3)
Mode
(4)
Variance
(5)
Standard deviation
(6)
4.09
4.05
3.92
3.87
3.25
3.13
2.19
2
1.69
3.6
2.39
4
4
4
4
3
3
2
2
2
4
2
4
4
4
4
3
3
3
2
2
3
2
1.012
1.004
1.01
1.027
1.0393
1.027
1.053
1
1.144
1.243
1.225
1.006
1.002
1.005
1.013
1.045
1.013
1.026
1
1.07
1.115
1.107
stakeholders changing the project requirements and having second thought at
later stages;
uncoordinated and incorrect construction documents;
brief information is still being given during later design and construction stages;
lack of consideration of environmental requirements; and
unforeseen conditions.
This emphasises the importance of evaluating and managing the brief development
throughout the project life cycle (Othman et al., 2004).
The parties responsible for brief development
Analysis of the questionnaire responses illustrated in Table VI shows client
organisations are the party perceived to have the most influence on brief development.
The roles of the most influential parties need to be understood and managed for the
achievement of the project objectives. For example, clients have to provide the architect
with all the information required to achieve their requirements; design firms should not
ignore the role of the client and behave unilaterally, they should devote effort to enable
clients, particularly naive ones, to understand project design; project users should be
engaged in the briefing process. Understanding the role of each party will facilitate
managing brief development, eliminate project contradictions, managing change
orders and contribute to client satisfaction.
Brief developing party (1)
Table VI.
Brief developing parties
against their measures of
central tendency and
dispersion
Client organisations
End users
Design firms
Constructors
Suppliers
Government authorities
Funding bodies
Mean (2)
Median (3)
Mode (4)
Variance (5)
Standard deviation (6)
4.44
2.91
3.47
3.12
2.97
2.93
3.19
4.00
3.00
4.00
3
3
3
3
5
3
3
3
3
2
3
1.296
1.013
1.419
1.023
1.002
1.008
1.005
1.139
1.006
1.191
1.011
1.001
1.004
1.027
The impact of brief development on project cost, duration, quality, value and risk
Brief development has varying impacts on project cost, time, quality, value and risk.
The responses (see Table VII), show that brief development has a high impact on cost,
time and risk, largely because of reworking construction documents and the
implementation of additional work. These, coupled with the effect of development in
one discipline on other disciplines as well as the consequences of unexpected events,
are risks that may lead to project failure and client dissatisfaction. On the other hand,
brief development could escalate the project quality and add value through upgrading
project facilities, eliminating poor quality materials and equipment as well as
responding to market demand.
Brief
development in
construction
75
Relative importance of brief developing drivers
The numerical scores from the questionnaire responses provided an indication of the
varying degree of influence that each driver has on developing the project brief. To
further investigate the data, a relative importance index (RII) was used to rank the
drivers according to their influences (Olomolaiye et al., 1987; Shash, 1993). This was
calculated using the following formula:
P
w
Relative importance index ðRIIÞ ¼
AN
Where w ¼ weighting given to each driver by the respondents and range from 1 to 5
where 1 ¼ very low influence and 5 ¼ very high influence; A ¼ highest weight (five in
our case); and N ¼ total number of sample (Kometa and Olomolaiye, 1997). The RII ranges
from zero to one. As would be expected, while some drivers have very high influence on
brief development, others do not. Table VIII provides a full list of the RIIs and ranking of
drivers. The numbers in brackets in the “rank” column represents the sequential ranking,
as some drivers have similar RIIs as in the case of the first two drivers.
Inspection of the results showed that the brief developing drivers could be classified
into three categories (see Figure 1). Firstly, the drivers with very high influence with
RII above 0.800. This includes:
.
stakeholders change project requirements and have second thoughts at later
stages;
.
uncoordinated and incorrect construction documents;
.
brief information is still being given during later design and construction stages;
Brief development impacts (1) Mean (2) Median (3) Mode (4) Variance (5) Standard deviation (6)
Increase project cost
Decrease project cost
Increase project duration
Decrease project duration
Increase project quality
Decrease project quality
Add project value
Reduce project value
Increase project risk
Decrease project risk
4.2
2.77
4.26
3.89
4.31
2.93
4.06
2.87
4.21
2.68
4
3
4
3
4
3
4
3
4
3
5.00
3.00
5.00
4.00
5.00
3.00
5.00
2.00
5.00
2.00
1.06
1.08
1.10
1.02
1.15
1.07
1.01
1.03
1.07
1.16
1.03
1.038
1.05
1.009
1.071
1.004
1.003
1.013
1.033
1.075
Table VII.
The implications of brief
development against
their measures of central
tendency and dispersion
ECAM
12,1
76
Table VIII.
Brief developing drivers
with their relative
importance indices and
ranking
Brief developing drivers (1)
Stakeholders change project requirements and have
second thoughts at later stages
Brief information is still being given during later
design and construction stages
Materials are no longer available in market and use
better substitute materials
Lack of understanding of different users’ culture and
traditions
Eliminate proven poor quality materials and
equipment
Inappropriate communication between the client and
the designer
Designers ignore the client role and behave
unilaterally
Lack of communication and co-ordination between
government authorities and design firms over
planning and approvals
Lack of functional, aesthetic safety requirements and
constructability
.
.
.
.
.
Percentage of
Relative
respondents scoring importance
,3 (2) 3-4 (3) . 4 (4) index (7) Rank (8)
0.00
0.00
0.00
0.00
0.00
9.20
0.00
0.00
0.00
0.00
0.00
0.00
100
100
1.000
1.000
1 (1)
1 (2)
90.80
0.982
2 (3)
15.71
19.16
20.69
24.14
27.59
27.59
84.29
80.84
79.31
75.86
72.41
72.41
0.969
0.962
0.959
0.952
0.945
0.945
3
4
5
6
7
7
0.00
47.51
52.49
0.865
0.00
0.00
0.00
0.00
0.00
0.00
0.00
51.34
48.66
52.49
49.04
55.94
52.87
81.61
48.66
51.34
47.51
50.96
44.06
47.13
18.39
0.863
0.857
0.857
0.856
0.844
0.831
0.810
9
10
10
11
12
13
14
0.00
0.00
62.45
86.59
37.55
13.41
0.803
0.775
15 (18)
16 (19)
0.00
81.23
18.77
0.771
17 (20)
0.00
12.26
15.71
18.01
24.14
28.35
89.66
87.74
84.29
81.99
75.86
71.65
10.34
0.00
0.00
0.00
0.00
0.00
0.745
0.697
0.689
0.672
0.648
0.623
18
19
20
21
22
23
(21)
(22)
(23)
(24)
(25)
(26)
13.41
41.38
46.36
66.28
86.59
58.62
53.64
33.72
0.00
0.00
0.00
0.00
0.615
0.500
0.474
0.467
24
25
26
27
(27)
(28)
(29)
(30)
(4)
(5)
(6)
(7)
(8)
(9)
8 (10)
(11)
(12)
(13)
(14)
(15)
(16)
(17)
materials are no longer available in the market or better substitute materials are
identified;
lack of information provision;
meeting new technology changes;
lack of regulatory up-dating;
project users are not involved in the briefing process;
Brief
development in
construction
77
Figure 1.
Ranking and relative
importance index of the
brief developing drivers
.
.
.
.
.
.
.
.
.
.
unforeseen conditions;
lack of understanding different users’ culture and traditions;
eliminate proven poor quality materials and equipment;
lack of design experience;
changing government regulation and codes;
responding to market demand;
improper feasibility studies;
restricted design fees;
lack of understanding of the client organisations; and
inappropriate communication between the client and the designer.
Secondly, the drivers with average to high influence, with RIIs lying between 0.600 and
0.800. This includes:
.
unclear and incomplete project brief;
.
designers ignore the client role and behave unilaterally;
.
lack of communication and co-ordination between government authorities and
design firms over planning and approvals;
.
lack of presentation and visualisation of design;
.
users exaggerate their needs;
.
upgrade project facilities;
.
project users appear at later stages;
ECAM
12,1
.
.
inadequate available design time; and
lack of functional, aesthetic, safety requirements and constructability.
Finally, the drivers with very low to low influence with RIIs less than 0.600. This
includes:
78
.
.
.
lack of consideration of environmental requirements;
whole project life not considered; and
initiating value engineering changes.
Bivariate analysis of brief developing drivers
To investigate the correlation between the brief developing drivers, bivariate analysis
was carried out to establish any linear relationship using the most common measure of
correlation, Pearson’s r (Clarke and Cooke, 1992). Bivariate analysis is used to reveal
the relationship between two variables and to what extent the variation in one variable
coincides with the variation in another variable. Bivariate analysis with the aid of SPSS
computer software was used to generate the correlation matrix, an extract of which is
shown in Table IX. The chief feature of using Pearson’s r is that the correlation
coefficient will almost certainly lie between 0 (no relationship between the two drivers)
and 1 (a perfect relationship). The closer the coefficient is to 1, the stronger the
relationship, the closer it is to zero, the weaker the relationship.
The coefficient will be either positive or negative, this indicates the direction of a
relationship (Bryman, 2001). For example, the scatter diagram presented in Figure 2
shows a perfect positive relationship, with a Pearson’s r correlation of þ1. This means
that, as the lack of understanding of different users’ culture and traditions increase, the
lack of design experience increases by the same amount. In other words the different
user’s culture and traditions will only be fully perceived and reflected in design if the
designer is experienced and possess the art of questioning, extracting and analysing
information from the user.
The scatter diagram presented in Figure 3 shows a perfect negative relationship
with a Pearson’s r correlation of 2 1. This means that, as project users exaggerate their
needs in an effort to enhance the facility function and performance, the initiation of
value engineering changes will reduce.
Finally, Figure 4 shows that there is no correlation between the 15th and 20th
ranked drivers as the correlation is close to zero and there is no apparent pattern in the
scatter diagram. This means that the variation in each driver is associated with drivers
Surveyed category
Table IX.
The numbers of planned
and held interviews with
their response rates
Design firms’ managers
Head of architectural, structural, civil,
mechanical and electrical sections
Construction companies’ managers
Senior project managers
Head of engineering section in design
firms
Total
Interviews planned
Interviews held
Response rate (%)
9
6
66.67
45
16
16
21
8
10
46.67
50
62.5
2
88
2
47
100
53.41
Brief
development in
construction
79
Figure 2.
Scatter diagram showing a
perfect positive
relationship between
driver 10 and driver 12
Figure 3.
Scatter diagram showing a
perfect negative
relationship between
other than the ones present in this analysis (Bryman, 2001) for instance driver 15 is
associated with drivers 20, 29 and 28 and driver 20 is related to drivers 27 and 21.
Therefore understanding the correlation between the brief developing drivers will help
client organisations achieve their emerging requirements, meet user needs, cope with
regulation changes, exploit business opportunities, adapt to technology improvement,
add value and manage associated risks.
ECAM
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Figure 4.
Scatter diagram showing
no relationship between
Interviews with managers
The interview sample is illustrated in Table IX. The interview was designed to
investigate the understanding of design firms, constructors and funding bodies of the
brief development concept advocated by Othman et al. (2004), and to identify the
different techniques adopted to that development and is summarised in the following
sections.
The implications of brief development on the interviewed organisations
The responses showed that 92.2 per cent of the interviewees felt that brief development
helps achieve the clients’ and end-users’ satisfaction and enhances project
performance. On the other hand it increases the rework of project documents,
increases organisation supervision duties, disturbs the overall work schedule and
could be considered as a source of disputes. A total of 94.15 per cent of the interviewees
mentioned that brief development could add value, rectify brief errors and missing
data and eliminate associated risks but at the same time could increase organisation
overhead and reduce employee/labour productivity. Finally, 47 per cent of the
interviewees agreed that developing the brief could reduce profitability. Therefore,
brief development has positive and negative impacts on both the project and
interviewed organisation. If positive impacts are to be exploited and negative ones
managed and reduced, a brief developing management system capable of responding
in ways that add value and eliminate associated risk is important if client satisfaction
is to be achieved.
The support of brief development once the construction commences
When asked if they supported brief development once construction had started, 38.30
per cent of the interviewees said never, 31.91 per cent said rarely and 29.79 per cent
sometimes. Their reluctance to support this could be attributed to negative impacts
occurring with brief development at later stages, although some recognise there may
be benefits. Design firms, constructors and funding bodies need to adopt a more
flexible approach to brief development based on a better understanding of the benefits
and drawbacks associated with the changes.
The methods used to facilitate the visualisation of brief development by clients, end users
and construction professionals
Site visits, meeting with the parties concerned, photos of completed projects, using
CAD drawings and feasibility studies were always used methods for visualising brief
development, animated walk through methods were sometimes used whilst overhead
projector presentations, samples and models were rarely used.
The parties that participate in managing brief development
Client organisations, design firms, constructors and funding bodies participated most
in managing brief development. End users and government authorities participated
less and suppliers least. Understanding the role each party plays in the construction
process will facilitate the management of brief development. Participation of end users,
government authorities and suppliers should be increased since they often initiate brief
development.
The techniques used to follow up brief development during the construction process
Following up brief development during the construction process allows client
organisations and construction professionals to identify its nature, stage, driver,
implications and the parties responsible. Additionally, decisions made, lessons learned
and feedback play a vital role in improving the design and construction of future
projects. Of the techniques that were used to follow up brief development, regular
co-ordination meetings and the party who initiates developments informing other
related parties, were the most used techniques. Checklists to verify the compatibility of
various components in the project were used less.
The different steps followed by the interviewed organisations to manage brief
development
All interviewees agreed that if the brief development was requested by government
authorities and funding bodies because of regulation changes or to meet building codes
and requirements these changes had to be made. A total of 53 per cent stated they
made changes requested by the client or end user in order to secure the project or agree
with the client even if they did not improve project performance. In addition, they
pointed out that the client would pay compensation for documentation rework. The
remaining 47 per cent stated if the client or end user requested changes the designer
met with the concerned parties to study the feasibility of the change and its effect on
other disciplines. The cost of development was determined from practical experience
and the feasibility study. The client organisation then either arranged for additional
funds or modified the project design or specifications in order to cover that cost.
A total of 60 per cent felt brief development was often undertaken due to new
information, unforeseen conditions, lack of materials production, rectification of design
errors, or generation of new ideas without getting prior consent of the client
organisation.
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81
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All interviewees mentioned that no particular attention had been paid to the value of
brief development or the extent it could enhance project performance. This was
because the designer was compensated for re-work and the contractor could claim for
extension of time as a result. No clear steps or procedures were established in advance
that could help client organisations and construction professionals decide to/not to
accept the requested development for the benefit of the project. It is important therefore
that design firms play their role as client advisors and should not ignore the role of the
client in brief development. Design firms should understand that achieving client
satisfaction does not, necessarily, entail developing the project brief without adequate
evaluation of its value and risks. The need for a system to help project participants
decide to/not to embark brief development based on costs and benefits is clear.
The techniques adopted by the interviewed organisations for managing brief
development
None of the interviewees claimed to use value and/or risk management in managing
brief development. The principal use for information management and information
technology was for organising and updating project files. CAD programmes and word
processing software were used in producing and modifying construction
documentation. The techniques used to manage brief development depended on
calculating the cost of omission or addition, their implications on other disciplines and
to what extent the client could bear the cost of development. In many cases the project
design is changed or the specification reduced in order to cover the costs. The
techniques adopted to mange brief development were not deep enough to consider the
value of development, the associated risk or the extent brief development could
enhance project performance.
The role of correct, reliable, and up-to-date information in managing brief development
Of the interview responses, 93.1 per cent believed correct, reliable and up to date
information plays a vital role in achieving client and end user satisfaction, reaching
prudent decisions, reducing change orders on future projects and co-ordinating with
other disciplines. A total of 63.82 per cent agreed that such information helps improve
project quality, adds value and avoids associated risk. Finally, 33.34 per cent
mentioned that correct, reliable and up to date information could minimise the project
cost and reduce the project duration. This means that in order to ensure the adequacy
of the brief development decision, the parties who are responsible for brief
development should rely on facts and events collected from correct, reliable and
up-to-date information rather than subjective interpretations.
Information sources used in managing brief development
Client organisations, design firms, constructor, government regulations, funding body,
previous projects, building standards and codes, business requirements and market
demand, and central project databases were the information sources most used to
manage brief development. End users’ requirements and suppliers were least used.
Utilising a wide range of information sources will help client organisations and
construction professionals make prudent decisions. The role of end users and suppliers
as sources of information has to be increased since many of the brief developing
drivers are derived from end user requirements and the provision of materials and
equipment by suppliers.
Reflections of feedback on the briefing process for new projects
A total of 63.82 per cent of interviewees felt that feedback plays an effective role in
enhancing the design and construction as well as reducing change orders on future
projects. Reflecting on the briefing process to provide feedback could help achieve
client objectives and end user needs, improve project performance in terms of cost,
time, and quality, add value, avoid associated risk, and help to produce accurate,
co-ordinated construction documents. A total of 21.28 per cent felt lessons were not
learned and mistakes repeated. Feedback from project clients, end users and facilities
management teams would enable design firms and construction professionals
overcome repetition of problems and make use of decisions made and corrective action
taken to reduce the effect of change orders in new projects.
Analysis of the brainstorming session
The brainstorming session investigated the relationship between the brief developing
drivers and the project team members in order to identify the originators of brief
development and the value and risk sources from the client’s point of view. Out of 38
invitations issued, a total of 12 client organisations agreed to attend the session and the
results were analysed in a matrix summarised in Table X.
The session used the following definitions:
.
Brief developing originator: the person or authority that begins, initiates or is the
cause of brief development either by modification, omission or addition to the
brief document contents (Webster’s Dictionary, 2000).
.
Value: a measure expressed in currency, effort, exchange or on a comparative
scale, which reflects the desire to obtain or retain an item, service or idea (Kelly
and Males, 1993). Thiry (1997) states that value is a very subjective concept with
different meanings for different people. A consumer may regard it as the “best
buy”, a manufacturer may consider it as “the lowest cost”, and the designer may
view it as the “highest functionality”. Value can be considered as the ratio of
function achieved to its life cycle cost, i.e. Value ¼ Function=Cost (LCC) (ICE,
1996). Hence, the value source to the client may be defined as the person or
authority that can improve the function of the project at no extra cost or by
maintaining the function and removing unnecessary cost in a way that achieves
client requirements and enhances the performance of the project.
.
Risk: a variety of unexpected events that may occur during the process of
building procurement, often causing losses to the client or other interested
parties (Shen, 1999). The outcome may be better or worse than expected, known
as upside and downside risks (Raftery, 1994). Therefore, the risk source for the
client may be defined as the person, authority or event that either threatens the
achievement of the client objectives or provides an opportunity to improve the
project performance.
Analysis of the matrix and feedback from the discussion in the brainstorming session
showed that client organisations are the key originators of brief development. Project
clients are dissatisfied with design firms’ performance as client advisors. Clients view
Brief
development in
construction
83
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X X
X
X X
X
X
X
X
X X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X X
X
X X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X X
X
X
X
X
X X
X
X
X
X
X
X X
X X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Note: CO ¼ Client organisation; EU ¼ End user; DF ¼ Design firm; C ¼ Constructor; S ¼ Supplier; GA ¼ Govern. authority; FB ¼ Funding body
22
23
24
25
26
27
28
29
30
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
2
3
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Stakeholders change project requirements and have second thoughts at later
stages
Brief information is still being given during later design and construction
stages
Materials are no longer available in market and use better substitute materials
Lack of understanding of different users’ culture and tradition
Lack of communication and co-ordination between government authorities
and design firms over planning and approvals
Lack of functional, aesthetic safety requirements and constructability
1
Table X.
Originators of brief
development, value
sources and risk sources
to the project from the
client’s point of view
No. Brief development drivers
84
Project team members
Development originator
Value source to client
Risk source to client
CO EU DF C S GA FB CO EU DF C S GA FB CO EU DF C S GA FB
ECAM
12,1
design firms as originators of brief development and risk sources because they may
produce uncoordinated and incorrect construction documents, specify building
materials or technologies that are either not produced anymore or outdated. Design
firms may also ignore the role of the client and behave unilaterally. All these can hinder
the construction process due to contradictions between the construction documents,
time delay due to selecting and importing substitute materials and modern
technologies as well as future changes as a consequence of implementing decisions
which do not reflect the client’s point of view. In addition, the matrix showed that some
parties could be deemed as value and risk sources at the same time. For example,
material suppliers could advise other project team members on the quality of specified
materials and equipment as they are closer to manufacturers. Value can be associated
with the risk of finding suitable materials or equipment which are commensurate with
the project budget, time of delivery and matches with project design. Furthermore,
analysis of the matrix showed that there is no relationship between project team
members and the brief developing driver of initiating value engineering changes,
although this is principally because value engineering and value management
techniques are not used in managing brief development in the surveyed city and may
not be representative of the industry generally.
Findings and conclusions
The principal findings of this paper hinge on the importance of achieving client
satisfaction. To this end the factors that drive the development of the project brief
identified through literature review and analysis of 36 case studies (Othman et al.,
2004) were examined in more depth through 261 survey questionnaires, 47 structured
interviews and a brainstorming session with 12 clients. The main findings drawn from
the data collected and analysed are:
.
Questionnaire responses showed there was a need to continue developing the
project brief throughout the project life cycle.
.
This dynamic brief development should concentrate on achieving client
satisfaction, responding in an innovative manner to the different brief
developing drivers and managing project change orders.
.
In addition, there is a need to identify specific points through project life cycle
(milestones) where the brief development activities undertaken can be evaluated
and performance feedback undertaken.
.
The interview responses confirmed there was no widely used technique for
managing the brief development and that little attention is paid to identifying the
value and/or risk of brief development activities or the extent to which they can
enhance the project performance.
.
The brainstorming session revealed clients dissatisfaction with current project
processes and the way project team members executed their roles in terms of
originating development of the brief, generating value and managing risk.
The findings lead to the conclusion that there is a need to set out a detailed brief
development management system that incorporates both value management and risk
management. This system should enable the appropriate project participant make
informed decisions at the right time for the benefit of the client. The system must
Brief
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85
ECAM
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86
facilitate feedback to both client organisations and construction professionals to enable
lessons to be learned in order to improve the briefing process for future projects.
Understanding the relationship between the factors that drive brief development and
the various project team members will facilitate managing brief development in a way
that increases client satisfaction and enhances the performance of the project.
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Brief
development in
construction
87
Emirates Journal for Engineering Research, 10 (2), 23-36 (2005)
(Regular Paper)
VALUE AND RISK MANAGEMENT PROTOCOL FOR DYNAMIC
BRIEF DEVELOPMENT IN CONSTRUCTION
AYMAN A.E. OTHMAN
Department of Social Services and Commercial Buildings, Abu Dhabi, United Arab Emirates
Email: aothman@emirates.net.ae
(Received August 2005 and accepted November 2005)
έϮψϨϤϟ΍ ΍άϫ .ΔϨϴόϣ ΔϠΣήϣ ϲϟ΍ ΕΎΒϠτΘϤϟ΍ ϩάϫ ήϳϮτΗ ΩΪΤΗ ωϭήθϤϟ΍ ΕΎΒϠτΘϣ ιϼΨΘγ΍ ΔϴϠϤόϟ ΔϴϟΎΤϟ΍ ΕΎϳήψϨϟ΍
.ωϭήθϤϟ΍ ˯΍Ω΃ ϦϴδΤΗ ϲϟ΍ ϱΩΆΗ Ϊϗ ϲΘϟ΍ ΔϤϴϘϟ΍ ιήϓ Ϧϣ ΓΩΎϔΘγϻ΍ ϊϨϤϳ ΎϤϛ ˬϢϤμϤϟ΍ ϭ ϚϟΎϤϟ΍ ϦϴΑ ϞϋΎϔΘϟ΍ ϕϮόϳ
ϢϋΪϳ ΃ΪΒϤϟ΍ ΍άϫ .ΔϴϟΎΤϟ΍ ΕΎϳήψϨϟ΍ έϮμϗ ϲϠϋ ΐϠϐΘϠϟ ϞΧΪϤϛ ϪϤϳΪϘΗ ϢΗ ωϭήθϤϟ΍ ΕΎΒϠτΘϤϟ ϲϜϴϣΎϨϳΪϟ΍ ήϳϮτΘϟ΍ ΃ΪΒϣ
ΕΎϛήΤϤϟ ΔΑΎΠΘγϻ΍ϭ ϚϟΎϤϟ΍ ˯Ύοέ ϲϟ΍ ϝϮλϮϟ΍ ϞΟ΃ Ϧϣ ωϭήθϤϟ΍ ΓΎϴΣ ΓέϭΩ ϝ΍Ϯσ ΕΎΒϠτΘϤϟ΍ ϩάϫήϳϮτΗ ϊΠθϳ ϭ
΍˱ήψϧ .ϝΎόϓ ϞϜθΑ ΔϳήϴϴϐΘϟ΍ ήϣ΍ϭϷ΍ Γέ΍Ω΍ ϭ ΕΎΒϠτΘϤϟ΍ ϚϠΗ ιϼΨΘγ΍ ΔϴϠϤόΑ ˯ΎϘΗέϻ΍ϭ ωϭήθϤϟ΍ ΕΎΒϠτΘϣ ήϳϮτΗ
ΎϤϬϴϠϛ ϭ΃ ΓήσΎΨϣ ϭ΃ ΔϤϴϗ Ύϣ· ΔϓΎο΍ ϲϓ ΪϋΎδϳ Ϊϗ ωϭήθϤϟ΍ ΓΎϴΣ ΓέϭΩ ϝ΍Ϯσ ΕΎΒϠτΘϤϟ΍ ήϳϮτΘΑ ΡΎϤδϟ΍ ϥϷ
ΕΎΒϠτΘϤϟ ϲϜϴϣΎϨϳΪϟ΍ ήϳϮτΘϟ΍ Γέ΍ΩϹ ΔΒγΎϨϤϟ΍ Ϟ΋ΎγϮϟ΍ ήΜϛ΃ ϥ΍ήΒΘόΗ ΓήσΎΨϤϟ΍ Γέ΍Ω· ϭ ΔϤϴϘϟ΍ Γέ΍Ω· ϥΈϓ ˬωϭήθϤϠϟ
ˬΔΒΣΎμϤϟ΍ ήσΎΨϤϟ΍ Γέ΍Ω΍ ϢΗ ϻ· ϢΘϳ Ϧϟ Ϟπϓ΃ ΔϤϴϗ ϲϠϋ ϝϮμΤϟ΍ ϥ΃ ΚϴΣ ˬΎϤϬΠϣΩ ΔϴϠϤϋ Ύϳ΍ΰϣ ΐΒδΑ .ωϭήθϤϟ΍
ϊοϭ ϲϟ΍ ϑΪϬΗ ΔϴΜΤΒϟ΍ ΔϗέϮϟ΍ ϩάϫ .ΓήσΎΨϤϟ΍ ϭ ΔϤϴϘϟ΍ Γέ΍Ω΍ ϝϮϛϮΗϭήΑ ϞϴϜθΘϟ ΎϤϬΠϣΩ ϢΗ ϦϴΠϬϨϤϟ΍ Ϧϳάϫ ϥΈϓ
ΓΪϳΪΟ ϭ ΓήϜΘΒϣ ΔϠϴγϭ ϢϳΪϘΗ ϭ ˬωϭήθϤϟ΍ ΕΎΒϠτΘϤϟ ϲϜϴϣΎϨϳΪϟ΍ ήϳϮτΘϟ΍ ςΒο ϭ Γέ΍Ωϻ βγϷ΍ ΔϣΎϗ· ϭ ˬϦϴϧ΍ϮϘϟ΍
ϲϟ΍ ϝϮλϮϟ΍ Ϧϣ Ε΍˯Ύθϧϻ΍ ΔϋΎϨμΑ ϦϴϠϐΘθϤϟ΍ ϭ ϙϼϤϟ΍ ϦϴϜϤΘϟ ˬϒϟΆϤϟ΍ Δτγ΍ϮΑ ΎϫήϳϮτΗ ϢΗ ˬέ΍ήϘϟ΍ ΔϋΎϨμϟ
.ωϭήθϤϟ΍ ΕΎΒϠτΘϣ ήϳϮτΘϟ ΐγΎϨϣ έ΍ήϗ
The current briefing theories confine brief development to a certain stage. This perspective
hinders the interaction between the client and the designer and inhibits utilising value
opportunities that may enhance the project performance. The Dynamic Brief Development
(DBD) concept is presented as an approach to overcome the limitations of the current briefing
approaches. This concept supports and encourages brief development throughout the project life
cycle in order to achieve client satisfaction, respond to the brief development drivers, improve the
briefing process, and manage change orders effectively. Since permitting brief development to
take place throughout the project life cycle can add either value or risk or both to the project,
Value Management and Risk Management were the most appropriate tools to manage dynamic
brief development. Because of the benefits of their integration, as better values could not be
achieved unless associated risks have been managed, the two methodologies were integrated to
formulate the Value and Risk Management Protocol (VRMP). This paper aims to set the rules and
establish the grounds that manage and control dynamic brief development and presents an
innovative decision making tool, developed by the author, to enable clients and construction
professionals reach an appropriate brief development decision.
1. INTRODUCTION
Achieving client satisfaction was identified as one of
the most significant issues facing today’s construction
industry. This perspective stems from the important
role played by clients as the core of the construction
industry and the driving force for improvement [1,2].
The briefing process is defined as the process running
throughout the construction project by which means
the project requirements are progressively captured
and translated into effect [3]. Because of its pivotal role
in eliciting and communicating clients’ requirements
to the design and construction teams, the briefing
process is a cornerstone for achieving client
satisfaction. Hence, it has to be flexible, well
organised, and responsive to the client requirements
[4,5]
.
Formal observations, literature review, analysis
of 36 case studies, documentary data and unstructured
interviews with projects' architects undertaken by the
author showed that very few buildings are finished on
time, or at the right cost and clients often blame the
construction industry of providing products that do not
achieve their requirements and meet their
expectations. Furthermore, clients articulated that they
used change orders to achieve their expected
requirements and to adapt to the influence of the
internal and external brief development drivers. This is
attributed to the limitations of the current briefing
approaches, which confine the development of the
23
A.A.E. Othman
project brief to a certain stage. This perspective
hinders the interaction between the client and the
designer and impedes exploiting value opportunities
and managing risk threats caused by brief
development drivers. In order to overcome the
limitations of the current briefing approaches, the
Dynamic Brief Development (DBD) concept was
developed. This concept supports and encourages brief
development throughout the project life cycle as an
approach to achieve client satisfaction and respond in
an innovative manner to the brief development drivers,
improve the briefing process, and to manage change
orders effectively [6].
Permitting brief development to take place without
establishing the procedures that control its
development leaves the project brief uncontrolled and
jeopardise achieving client’s satisfaction. Because
brief development can add value or risk to the project
or could add both, the well-established methodologies
of Value Management (VM) and Risk Management
(RM) are the most appropriate tools to manage
dynamic brief development. Since better value could
not be achieved unless associated risks have been
managed, both methodologies have been integrated to
formulate the Value and Risk Management Protocol
(VRMP), which will be used to manage dynamic brief
development in construction.
This paper aims to establish the basis and set the
rules for this approach, and develop the tool that will
manage and control dynamic brief development. Two
objectives were developed to achieve this aim. The
first one is theoretical, which focused on examining
the role of VM and RM in managing dynamic brief
development. The second objective is practical which
presents an innovative decision making tool,
developed by the author that will be used in the
process of making an appropriate brief development
decision.
2. VALUE MANAGEMENT FOR MANAGING
DYNAMIC BRIEF DEVELOPMENT
VM has been defined as a systematic, multidisciplinary effort directed towards analysing the
functions of projects for the purpose of achieving the
best value at the lowest overall life cycle cost [7]. The
use of VM in construction projects is steadily
increasing as clients seek better outcomes from their
investment in building and structure. Some clients
include the requirements for VM workshop in building
contracts, as a way of ensuring optimal solutions. VM
is a fundamental tool that brings together a range of
project stakeholders in the VM workshops, where
different views can be debated, and problems could be
avoided [8]. VM as a structured approach with its
powerful philosophy and approach plays an important
role in managing dynamic brief development for the
following reasons.
1. VM is a totally client driven technique oriented
towards understanding client objectives, value
24
systems, business case, and presenting better ways
of providing the same performance at overall lower
cost [9].
2. The fruitful diversity of VM workshop team
members can help achieve successful results and
ensures that stakeholders’ views, objectives and
requirements are perceived and reflected in the
brief development decision as well as gaining their
commitment to implement the selected decision.
3. VM is based on systematic steps, which ensures that
the problem is thoroughly studied, innovative
alternatives are generated and evaluated, and best
alternatives are selected. In addition, following up
and monitoring the implementation process can
improve the briefing process through learned
lessons and feedback.
4. VM has different chances to be applied in order to
achieve emerging client requirements and can
adapt to the influence of the brief development
drivers. These chances are at: conception
formulation, sketch design, working drawings,
construction, and operation stages [10].
5. Using VM for identifying client requirements at the
early stages of the project and responding to the
brief development drivers can reduce later change
orders and manage them for the benefit of the
client.
6. Applying Value Engineering during the
construction and operation stages is recommended
and considered as fruitful area for applying VM as
a large potential saving could be gained [10].
3. RISK MANAGEMENT FOR MANAGING
DYNAMIC BRIEF DEVELOPMENT
The growing interest in RM in the UK construction
industry produced a multitude of frameworks and risk
analysis software packages being available to the
project management practitioner [11-14]. This is because
the construction industry is recognised as a high-risk
industry. RM is also increasingly popular because it
can provide value for money[15,16]. In addition,
Latham[1] highlighted the need for risk assessment to
be carried out at important stages of the construction
process. Because of the dynamic nature of clients and
the different internal and external brief development
drivers, RM should be seen as a continuing activity
throughout the project life cycle[17]. RM is an
appropriate tool to manage dynamic brief development
for the following reasons.
1. RM is a well-established technique directed
towards identifying, analysing and responding to
the different risks that affect and hinder the
achievement of clients’ objectives.
2. RM enables project stakeholders decide if the
potential benefits associated with a particular
course of action are sufficient to warrant accepting
associated risks and safeguards the sponsor's
interest when a course of action is been selected[18].
Emirates Journal for Engineering Research, Vol. 10, No.2, 2005
Value and Risk Management Protocol for Dynamic Brief Development in Construction
3. RM plays an important role in ensuring that best
value for money is achieved since reducing risk
means adding value [15].
4. Edwards and Bowen[19] stated that risks are
dynamic and change during most projects
therefore; RM should be an ongoing activity
throughout the project life cycle to meet client
expectations and enhance project performance.
5. The systematic steps of RM help reasoning and
adopting the appropriate alternative, where
feedback and learned lessons help improving the
briefing process.
6. RM plays a pivotal role in managing change orders
in construction through studying the effects of
associated risks on the project. Then change orders
with beneficial effects, that have an acceptable risk
could be approved, where as downside change
orders with unacceptable risks could be avoided[17].
4. THE ARGUMENT FOR INTEGRATING
VM AND RM
VM and RM have become increasingly popular among
project management practitioners. It is argued that best
value for money can be achieved either by enhancing
the requirements of a project, or by reducing the cost
of meeting them. The search for value for money is
trying to find the best balance between meeting
stakeholders’ requirements and the resources
available. Finding this balance will inevitably involve
some risks that have to be identified and assessed [15].
RM can achieve cost saving and enhance project value
through identifying, assessing and responding to the
risks associated with VM alternatives. RM and VM
appear to be compatible and complementary and
therefore it is logical to argue that the potential for a
common framework should be investigated [19]. RM
could be enhanced by using the VM team to audit,
produce project's RM plan and generate alternatives to
mitigating recognised risks. In addition, VM could be
enhanced by improving the awareness of the potential
risks of alternative proposals [7].
RM to manage dynamic brief development for the first
time in construction. The developed protocol
overcame the pitfalls and shortcomings of the existing
approaches for integrating value and risk management
as well as managing change orders, and it represented
a real contribution to the original body of knowledge.
The protocol is more comprehensive than the normal
application of Value Engineering (VE). This is
because the protocol encompasses a set of systematic
and logical procedures to enhance the value of the
facility throughout the project life cycle. The VRMP
embraces the whole value process, which includes
Value Planning, Value Engineering, and Value
Reviewing. In addition, it integrates VM with RM and
took the advantage of their ability to provide better
value and manage associated risks [22].
5.1 The Need, Aims and Objectives of VRMP
The need for the new approach stems from the
necessity to overcome the limitations of the current
briefing theories to achieve client satisfaction [6,23,24].
The VRMP is a decision making tool that aims to:
1. Enable clients and construction professionals adopt
the appropriate brief development decision based
on value addition and risk management,
2. Respond in an innovative manner to the influence of
the different brief development drivers,
3. Manage project change orders effectively, and
4. Improve the briefing process through feedback and
learned lessons.
These aims can be achieved through a set of
interrelated objectives of:
1. Adequate identification of brief development
problem,
2. Better understanding of the client objectives,
3. Generating, evaluating and selecting the optimal
alternative,
4. Implementing the selected alternative, monitoring
its execution and feedback the client and
construction professionals with comments and
learned lessons.
5.2 The Conceptual Description of the Protocol
5. THE VALUE AND RISK MANAGEMENT
PROTOCOL (VRMP)
Protocol was defined as the rigid code of etiquette
prescribing the forms and procedures for various
ceremonies and social functions in government,
military, and diplomatic circles[20]. The Value and Risk
Management Protocol (VRMP) is the representation of
the proposed framework for managing and controlling
brief development in construction. It is intended to
utilize value opportunities and manage associated risks
for the benefit of the client. It describes the functions,
activities, tools and techniques required to enable
clients and construction professionals adopt the
appropriate brief development decision. The VRMP is
an innovative tool utilised the integration of VM and
The VRMP encompasses a methodology for
systematic, gradual and teamwork of client and
construction professionals to adopt the appropriate
brief development decision. The VRMP is based on
the systematic steps of the decision making process.
These steps consist of three basic phases: (1)
Intelligence phase, (2) Design Phase, and (3) Choice
Phase[25]. In addition, the Simple Multi Attribute
Rating Technique (SMART) was used to formulate
part of the VRMP [26].
The Pre-Study Phase: (Intelligence Phase)
This phase aims to clearly identify the brief
development problem by:
x Assembling and empowering the team,
x Investigating brief development data, and
25
A.A.E. Othman
x Defining brief development.
The Study Phase: (Design Phase)
This phase aims to structure the development
objectives and scrutinise alternative solutions by:
x Defining objectives,
x Developing objectives value hierarchy,
x Allocating importance weight,
x Defining associated risks,
x Generating alternatives, and
x Evaluating alternatives.
The Post-Study Phase: (Choice Phase)
This phase aims to ensure that the developed
alternatives are presented, the best one is selected,
implemented and monitored and the client, design and
construction teams received feedback with comments
and learned lessons in order to improve the briefing
process for future project by:
x Presenting alternatives,
x Selecting the best alternatives,
x Implementing the selected alternative, and
x Monitoring and feedback.
5.3 Modelling the Value and Risk Management
Protocol
Modelling provides a powerful framework to
formulate and solve engineering problems. It can
systematise the everyday administrative and
contingency procedures that do not go as planned[25]
Managing Brief Development is a multi-disciplinary
process, performed in a series of interrelated steps in
order to enable clients and construction professionals
adopt the appropriate brief development decision that
utilise value opportunities and manage associated risk
to meet client’s requirements and achieve his
satisfaction. If the procedures to manage brief
development cannot be reduced to the activities of a
simple model then they could lead to complications.
Modelling the VRMP will facilitate effective
management of dynamic brief development, diminish
confusion, lessen personality conflict, maintain focus
on project completion and achieve better decisions.
Modelling requires determining the events that must
take place, ascertaining their sequential relationship
and presenting this information in a network. Based on
the characteristics of the VRMP, the process model
was considered to be the appropriate model to
represent the activities that are being proposed to
manage brief development because it is concerned
with representing consecutive steps or activities with
an end product or service being delivered. The
following section will describe the Integrated
DEFinition (IDEF-0), the selected modelling
methodology.
IDEF-0 Notation
IDEF-0 is a modelling technique based on the
Structured Analysis and Design Technique (SADT), a
graphical approach to system description developed by
26
Douglas T. McGowan and SofTech, Inc. in the 1970.
Since then SADT has been refined and used for
solving a variety of problems. In 1981, the US Air
Force Programme for Integrated Computer-Aided
Manufacturing (ICAM) standardised and made public
a number of IDEF (Integrated DEFinition language)
modelling techniques. These comprised: IDEF0,
which used to produce a functional model; IDEF1,
which used to produce information model and IDEF2,
which used to produce a dynamic model. Of these
three, IDEF-0 is the most used for modelling
manufacturing and services processes and in business
process reengineering tools [27,28].
IDEF-0 models are composed of three types of
information: graphic diagrams, text, and glossary,
which are cross-referenced to each other. The graphic
diagrams are the major component of the IDEF-0
model, containing boxes, arrows, box/arrow
interactions and associated relationships. A box
represents a major function of a subject. These
functions are composed into more detailed diagrams,
until the subject is described at a level necessary to
support the goals of the project. The top-level diagram
in the model provides the most general description of
the subject and is followed by a series of child
diagrams providing more detail about the subject.
Arrows show the flow of products including data
between functions [28]. The kinds of arrows used in
IDEF-0, and their relationship within a box, are
illustrated in Figure 1. These include Input, Control,
Output, Mechanism (ICOM), mechanism call,
tunnelled, internal and boundary, and boundary
arrows[29].
IDEF-0 is the most appropriate methodology to
represent the VRMP because:
x It deals with functional / activity modelling, which
is most appropriate since the objective is to
describe the functions and activities of the
proposed VRMP.
x It facilitates the development of a comprehensive
model due to the elaborated information required
to perform a function or activity.
x It is relatively easy to use and understand, and it
has been proven to be suitable for use in
construction [30].
x It provides a mechanism for decomposing a
function into a number of smaller sub-functions
and verifies that the inputs and outputs of the
function match those of its sub-functions [31].
5.4 The Contents of the Protocol
The contents of the protocol are shown in Table 1,
they are: identifying problem (VRMP/A1), structuring
objectives (VRMP/A2), scrutinising alternative
solutions (VRMP/A3) and adopting development
decision (VRMP/A4), shown in Figure 2. A top level
(VRMP/A-0) presentation of the protocol is presented
in Figure 3.
Control Arrow
Tunnelled Arrow
Control arrow is used to express the
Tunnelled arrow is used to provide
conditions required to provide outputs
information at a specific level of
(controls can also be transformed by the
decomposition that is not required for
function creating output
further understanding at some other level
A box represents a:
Function (Activity)
Input Arrow
Output Arrow
(Identified by a verb or a verb phrase)
Describes what must be accomplished
Input arrows represent those
Output arrows represent
and it is given a number
things (data) that are used
1
and transformed by the
those things (data or
objects) into which inputs
are transformed
function (activity)
Mechanism Arrow
Call Arrow
Mechanism arrow is used to express the
Call Arrow is a type of mechanism arrow
means used to perform a function
that enables the sharing of detail between
models or with in a model
Figure 1: Basic Concepts of the IDEF-0 Method
Table 1. Table of Contents of the VRMP
Identifying Problem
The "Identifying Problem" function (Figure 4) is a
decomposition of box 1 in the VRMP/A0 diagram
(Figure 2) and it involves three activities: 1)
Assembling and Empowering the Team, 2)
Investigating Brief Development Data, and 3)
Defining Brief Development.
27
VRMP/A4
VRMP/A3
VRMP/A2
Diagram
Description
Reference
VRMP/A0 Managing Construction Brief Development
VRMP/A1
Identifying Problem
A11 Assembling and Empowering the team
A111
Orientation Meeting
A112
Identifying and Selecting the team members
A113
Deciding on study date, time, duration, location
A12 Investigating Brief Development Data
A121
Collecting Brief Development Data
A122
Defining Development Data Resources
A123
Classifying Development Data
A13 Defining Brief Development
A131
Describing Brief Development
A132
Defining Development Driver
A133
Defining Development Stage
A134
Defining Development Initiator
A135
Defining Value & Risk Sources to Client
Structuring Objectives
A21
Defining Objectives
A22
Developing Objectives Value Hierarchy
A23
Allocating Importance Weights
A24
Defining Associated Risks
Scrutinising Alternative Solutions
A31
Generating Alternatives
A32
Evaluating Alternatives
A321
Developing Decision Matrix
A322
Assessing Associated Risks
A323
Comparing Alternatives
A324
Performing Sensitivity Analysis
A325
Reconciling Value and Risk
Adopting Development Decision
A41
PRESENTING ALTERNATIVES
A42
Selecting the Best Alternative
A43
Implementing the Selected Alternative
A44
Monitoring and Feeding back
Assembling and Empowering the Team
It is important to have an orientation meeting prior to
the study in order to understand the client's objectives
and identify the reasons that drive the brief
development. Logistical matters such as selecting team
members, study date, time, duration and location can
be decided. The correct team selection with members
with various areas of expertise is critical to the success
of brief development study. The valuable background
knowledge of clients and users representatives plays a
vital role in assisting team members understand the
project operations and development required. Teams
ideally should contain between six and twelve full
time participants to maintain optimum productivity [7].
Investigating Brief Development Data
This activity aims to investigate brief development
data. It focuses on collecting brief development data,
defining development data resources and classifying
development data. When a brief development request
is raised by the client or any other concerned parties, it
is important to authenticate these data. This will be
done through collecting data from relevant parties and
reliable sources and then data resources will be
defined and the collected data will be classified.
A.A.E. Othman
Desire to
Develop Project
Brief
Brief
Development
Driver
Enhancing project
Performance
Identifying
Problem
1
Structuring
Objectives
Brief
Development
Request
Brief
Development
Decision
2
VM
&
RM
Brief
Development
Study Team
Scrutinising
Alternative Solutions
IM
&
IT
Brainstorming
& Team
Consensus
Data Collection
& Analysis
Techniques and
Tools
Achieving
Client
Satisfaction
3
Adopting
Development
Decision
4
IM
&
IT
VM
&
RM
Brief
Development
Study Team
Brainstorming
& Team
Consensus
Evaluation
Techniques &
Tools
VM
&
RM
Brief
Development
Study Team
Feedback
& Learned
Lessons
IM
&
IT
Evaluation
Techniques &
Tools
Brainstorming
& Team
Consensus
Calculations
& Sketches
IM
&
IT
Brief
Development
Study Team
Managing
Project
Change
Orders
Presentation
Aids
Figure 2: The Four Main Steps of the VRMP
Comply with
Regulation Changes
Achieve Clients'
Expectations
Desire to Develop
Project Brief
Meet Users Needs
Adapt to Technology
Improvements
Exploit Business
Opportunities
Add More
Values
Enhance Project
Performance
Manage
Associated Risks
Brief
Development
Decision
Brief Development
Driver
Achieving
Client
Satisfaction
Managing Construction Brief Development
0
Brief
Development
Request
Brief
Development
Study Team
Brainstorming &
Team Consensus
Data Collection & Analysis
Techniques & Tools
Value
Management
(VM)
Evaluation
Techniques and
Tools
Information
Management
(IM)
Risk Management
(RM)
Calculations,
Sketches, and
Presentation Aids
Feedback
& Learned
Lessons
Managing
Project
Change
Orders
Information
Technology
(IT)
Figure 3: The Top-Level Diagram for the VRMP
28
Brief
Development
Driver
Desire to
Develop Project
Enhancing project
Performance
Assembling and
Empowering the Team
1
Investigating Brief
Development Data
Brief
Development
Request
2
Defining Brief
Development
Identified
Problem
3
IM
Brief
Development
Study Team
IM
IT
IT
Brief
Development
Study Team
VM
&
RM
Brainstorming
Data Collection
& Analysis
Techniques and
Tools
Brief
Development
Study Team
IM
&
IT
Brainstorming
Data Collection
& Analysis
Techniques and
Tools
Figure 4: Identifying Problem
Defining Brief Development
This activity aims to describe brief development,
define the development drivers, stages, initiators,
value sources and risk sources to the client. This
information is intended to enable the study team
understand the development required.
The "Structuring Objectives" function (Figure 5) is a
decomposition of box 2 in the VRMP/A0 diagram
(Figure 2) and it involves four activities: 1) defining
objectives, 2) developing objectives value hierarchy,
3) allocating importance weight and 4) defining
associated risks.
Defining Objectives
In order to enable clients and construction
professionals adopt the appropriate decision, the
objectives of brief development have to be adequately
defined. Clear definition of objectives leads to the
achievement of client satisfaction. The objective of
this function can be adequately achieved through
collecting data from the concerned parties and the use
of brainstorming and team consensus.
This activity aims to structure the brief development
objectives in a value tree to allocate importance
weights in subsequent stage. The top of the tree is
characterised by the overriding cause of the entire
objectives. This is then progressively broken down
into sub-objectives. Whilst the higher order objective
represents an end in itself, the lower order objectives
are considered to be a 'means-to-an-end'. It is
important that the value tree is produced by
brainstorming and group consensus and that each
participant feels involved.
It is essential after the objectives value hierarchy is
developed to allocate importance weights to each
attribute according to its perceived importance.
x Attributes are initially listed in order to perceived
importance and the least importance is awarded an
arbitrary weight of 10.
x It is then necessary to allocate weights to the other
attributes on the basis of their relative importance.
x The weights are then summed and each attribute is
normalised so that the total weight for the group
adds up to 1.
Since better value is not likely to be achieved unless
associated risk are identified, this function aims to
define the different risks that lead to brief
development or affect the achievement of development
objectives.
The "Scrutinising Alternative Solutions" function
(Figure 6) is a decomposition of box 3 in the
VRMP/A0 diagram (Figure 2) and it involves two
activities: 1) Generating alternatives, and 2)
Evaluating alternatives.
29
A.A.E. Othman
Desire to
Develop Project
Brief
Identified
Problem
Enhancing project
Performance
Defining
Objectives
1
Developing
Objectives Value
Hierarchy
2
VM
&
RM
Brief
Development
Study Team
Allocating
Importance Weights
3
IM
&
IT
Brainstorming
& Team
Consensus
Defining
Associated Risks
4
IT
IM
IM
Brief
Development
Study Team
Defined and
Weighted
Objectives
IT
Defined
Associated
Risks
Brainstorming
& Team
Consensus
Brief
Development
Study Team
Value Tree
Brainstorming
& Team
Consensus
VM
&
RM
Brief
Development
Study Team
IM
&
IT
Brainstorming
& Team
Consensus
Figure 5: Structuring Objectives
Defined and
Weighted
Objectives
Desire to
Develop Project
Brief
Enhancing project
Performance
Generating
Alternatives
1
Evaluating
Alternatives
Defined
Associated
Risks
2
VM
&
RM
Brief
Development
Study Team
Evaluated
Alternatives
IM
&
IT
Brainstorming
& Team
Consensus
VM
&
RM
Brief
Development
Study Team
IM
&
IT
Simple-Multi
Attribute Rating
Technique
Figure 6: Scrutinising Alternative Solutions
30
This function aims to create new ideas that achieve the
various brief development objectives in the most cost
effective manner. The brainstorming technique is used
to generate and record a large number of ideas without
evaluation.
The "Adopting Development Decision" function
(Figure 7) is a decomposition of box 4 in the
VRMP/A0 diagram (Figure 2) and it involves four
activities: (1) Presenting alternatives, (2) Selecting
best
alternative, (3) Implementing selected
alternatives, and (4) Monitoring and feedback.
During this function the desire for the judgement of
ideas, which was suppressed during the previous
function, is applied. The allocation of importance
weights to the objectives value hierarchy forms the
basis of the evaluation process. Alternatives evaluation
screens the ideas created, so that only the best ideas
will be selected for development. Evaluation involves
the following processes of:
x Developing a decision matrix,
x Assessing associated risks,
x Comparing alternatives,
x Performing sensitivity analysis, and
x Reconciling value and risk.
Presenting Alternatives and Selecting the Best
Alternative
The objective of the "Presenting Alternatives"
function is to assist in the communication of the
results from the brief development study to the
decision makers. This function enables the study team
to orally present their major recommendations so that
the subsequent review of the written proposals is not
hindered by a lack of understanding. During the
“Selecting Best alternative” function the decision
makers should select the most appropriate alternative
that achieves client objectives and guarantees his/her
satisfaction in the most cost-effective manner [7].
Firstly, each option is assessed against each of the
identified attributes (i.e. objectives and subobjectives). This is best done in the form of a decision
matrix. Each brief development option is scored
against each attribute on a scale from 0-100.
Following the allocation of scores, these are then
weighted (i.e. multiplied) by the appropriate
importance weighting identified during the allocating
importance weight function. The weighted scores for
each attribute in brief development alternatives (i.e.
alternative A) can then be added together to provide
the aggregate score for brief development alternatives.
By comparing the total scores of the various
alternatives, the most suitable options can be arrived at
with those that have the highest score [32]. Secondly,
every alternative is assessed against the associated
risks by assessing risk likelihood and severity. The
assessed risk = Likelihood X Severity. Thirdly, all
development alternatives are compared to each other
on the basis of expected value and associated risks.
The best alternative is the one, which has more net
expected value (= expected value –associated risk).
Fourthly, a sensitivity analysis has to be carried out.
The purpose of this analysis is to test how sensitive the
outcome of the rating process is to marginal changes
in the key variables. Particular attention should be
given to any importance weights which members of
the team had expressed some discomfort. It may be
necessary to adjust the structure of the value and risk
tree[26]. Finally, it may be essential that the study team
revisits the selected alternatives, in particular, when
the associated risk (i.e. cost) is higher than the
estimated cost. Minor modifications to the selected
alternative can overcome this problem without
affecting the overall performance.
If the decision-makers adopted the decision to proceed
with brief development, the project manager with the
collaboration of design and construction team has to
establish the plans and procedures to implement this
decision.
Monitoring and Feedback
This function plays an important role in following up
and observing the implementation of the adopted
decision. It aims to ensure that implementing the
selected decision proceeds as planned and tries to take
any corrective actions if any problems arise. In
addition, it is necessary to make sure that the final
product of brief development satisfies and achieves the
client requirements. The "Feedback" function aims to
improve the briefing process for future projects
through feedback to the client and design and
construction teams, learned lessons and comments of
the facilities management team and end users.
6. APPLICATION OF THE VALUE AND
RISK MANAGEMENT PROTOCOL
In order to investigate how the VRMP will be
implemented in managing dynamic brief development,
the protocol was applied on a number of real case
studies in Abu Dhabi, the capital of the United Arab
Emirates (UAE). These case studies were at different
stages of the project life cycle. Details of a case study
at the design stage are described below. Based on the
client requirements, the project was designed as a
residential building consists of:
x Ground floor (shops and services rooms),
x 4 typical floors (16 two bed rooms flats), and
x Roof floor (services rooms and watchman room).
31
A.A.E. Othman
Desire to
Develop Project
Brief
Evaluated
Alternatives
Enhancing project
Performance
Presenting
Alternatives
1
Brief
Development
Decision
Selecting the
Best Alternative
2
VM
&
RM
Brief
Development
Study Team
IM
&
IT
Calculations
& Sketches
VM
&
RM
Monitoring and
Feeding Back
4
IM
&
IT
IT
Presentation Aids
Achieving
Client
Satisfaction
Implementing the
Selected Alternative
3
Brief
Development
Study Team
Feedback
& Learned
Lessons
IM
Top
Management
& Decision
Makers
Managing
Project
Change
Orders
Design and
Construction
Team
IM
IT
Facilities
Management
& End-Users
Figure 7: Adopting Development Decision
Add More Facilities
Attract Customers
Reduce Rent
Increase Income
Respond to Market Demand
Better Value For Money
Use Substitute Materials
Reduce Project Cost
Reduce Maintenance Cost
Figure 8: Brief Development Objectives Value Hierarchy
32
The project cost estimated to be DHS (Dirhams) 6,
000, 000 and the construction period was projected to
be 12 months. At the tender action stage, the client
received an offer to rent the building for 10 years if
the design was changed to be an office building with
no flats or shops. A request was submitted to the
design firm and the funding authority that approves
the design and supervises the construction work. It
was made clear to the client that any changes to the
project brief should be within the limit of the
government loan to construct the building; otherwise
the client has to provide additional funds to cover any
extra cost. The client stated that he does not have the
ability to provide additional funds and the
modifications should not exceed the government loan.
It worth to mention that the government loan is given
to the UAE citizens as a way of providing social
insurance and stable income to enable them meet the
challenge of life, as well as save citizens from the high
rates of the commercial banks. Once the building is
handed over and occupied, the client will receive 30%
of the building’s revenues, where 60% of the
building’s revenues is allocated for reimbursing the
government loan with no interest, and the remaining
10% will be kept for maintenance work[33].
An orientation meeting was attended by the client
representative, project manager, chief architect and the
author. The meeting aimed to discuss the client’s
request and understand his objectives and the reasons
for modifying the project design and how his
objectives could be achieved. A study team was
formed from the author as a facilitator, client
representative, project manager, architect, quantity
surveyor, structural engineer, civil engineer, and
electrical and mechanical engineer. The study period
was 5 working days at the design firm. One week was
given to the design firm to collect adequate
information from related authorities and parties. Data
were collected from the client, end user, Municipality
and Town Planning Department, Civil Defence
Directorate, Water and Electricity Department. The
data collected from the first two sources focused on
how the new design will meet their expectations and
satisfy their needs, where the data collected from other
sources was about the requirements and procedures for
design change as well as how the new design will
comply with government authorities' regulations.
The client’s request was defined as modifying the
project design from a residential building to be an
office building with no flats or shops in order to get
better value for money and utilize the benefits of the
project location. The design team advised the client to
include some flats and shops in the new design to
utilize the increasing market demand for flats and
shops. A set of sub objectives were generated to
achieve the client objectives:
x increase income.
x respond to market demand.
x reduce project cost.
x reduce maintenance cost.
x attract customers.
x use substitute materials.
The brief development study team, who attended
the brainstorming session, played an important role in
developing the objectives value hierarchy and
allocating importance weights for each objective based
on the importance of the objective to the client (Figure
8 and Table 2). In addition, the brainstorming session
was utilized to define the associated risks that may
threaten the achievement of the client objectives. They
were:
x Delay due to re-design time required and getting
authorities approvals.
x Delay due to importing materials.
x Loss of customers.
Table 2. Importance Weights of the Brief Development Objectives
Development Objectives
Weights
Normalised
Importance Weight
Add More Facilities
10.00
0.24
Reduce Rent
15.00
0.36
Respond to Market Demand
10.00
0.20
Use Substitute Materials
40.00
0.16
Reduce Maintenance Cost
10.00
0.04
Table 3. Brief Development Generated Alternative (A-G)
Leave the design of the typical floors as it is, move the services
A rooms in the ground floor to basement in order to increase the
showroom area, use substitute cheaper materials
Increase the number of flats from 16 (two bed room) to 24 (one
bed room), move the services rooms to basement to increase
B
showroom area, construct car parking at basement, raise the
building specification, and reduce rent.
Re-design two floors to be offices, leave the other floors to be 8
flats (two bed room), move the services rooms to basement,
C
construct car parking at basement, and use substitute cheaper
materials.
Re-design two floors to be offices, re-design the other two floors
to be 12 flats (one bed room) instead of 8 flats (two bed room),
D
move the services rooms to basement, construct car parking at
basement, and use substitute cheaper materials.
Modify the design of the whole project to be office building,
move the services room in ground floor to basement and add
E
car parking, and raise building specification to attract
customers.
Modify the design of the whole project to be office building,
F move the services rooms in the ground floor to the basement
and add car parking, and use substitute cheaper materials.
G Invest the client resources in another type of project.
33
A.A.E. Othman
Respond to Market
Demand
Use Substitute
Materials
Reduce
Maintenance Cost
0.24
0.36
0.20
0.16
0.04
0.00
0.00
75.00
18.00
50.00
12.00
50.00
12.00
75.00
18.00
50.00
12.00
0.00
0.00
25.00
9.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
20.00
4.00
30.00
6.00
40.00
8.00
50.00
10.00
80.00
16.00
80.00
16.00
100.00
16.00
0.00
0.00
100.00
16.00
100.00
16.00
0.00
0.00
100.00
16.00
0.00
0.00
0.00
0.00
42.00
1.68
40.00
1.60
85.00
3.40
85.00
3.40
Total
Reduce Rent
Weights of
Importance
Alternative
A
Alternative
B
Alternative
C
Alternative
D
Alternative
E
Alternative
F
Add More
Facilities
Assessment
Attributes
Table 4. Decision Matrix Used to Evaluate Alternatives
20.00
33.00
37.68
39.60
37.40
47.40
Table 5. Assessing Associated Risks
Assessment
Attributes
Alternative
A
Alternative
B
Alternative
C
Alternative
D
Alternative
E
Alternative
F
Re-Design
Delay
Importing
Materials
Losing
Customers
L
S
5.00 1.00
5.00
5.00 3.00
15.00
5.00 2.00
10.00
5.00 2.00
10.00
5.00 2.00
10.00
5.00 2.00
10.00
L
S
1.00 1.00
1.00
3.00 3.00
9.00
1.00 1.00
1.00
1.00 1.00
1.00
4.00 3.00
12.00
1.00 1.00
1.00
L
S
2.00 2.00
4.00
1.00 1.00
1.00
1.00 1.00
1.00
1.00 1.00
1.00
1.00 1.00
1.00
1.00 1.00
1.00
Total
10.00
25.00
12.00
12.00
23.00
12.00
Table 6. Comparing Alternatives
A
B
C
D
E
F
Expected Value
20.00
33.00
37.68
39.60
37.40
47.40
Associated Risk
10.00
25.00
12.00
12.00
23.00
12.00
Net Expected Value
10.00
8.00
25.68
27.60
14.40
35.40
The multi-disciplinary study team used the
brainstorming technique to generate creative
alternatives to achieve the above objectives. Table 3
summarizes the generated alternatives. All participants
were encouraged to generate as many ideas as they
can. In addition, every participant was prompted to
build on and improve ideas which may be generated
by others team members.
34
After the previous stage was completed, the
different generated alternatives were evaluated.
Alternative “G” was rejected on the basis that the
government loan given to the client was intended to be
spent on constructing his building and not for any
other purpose. Other alternatives were raised for
evaluation. A decision matrix was created to evaluate
each alternative against the pre-defined objectives,
Table 4. Assessing associated risks plays an important
role in identifying the risks that most threaten the
achievement of the development objectives. This was
done by assessing risk likelihood and severity, where
assessed risk = likelihood (L) X Severity (S), Table 5.
After the decision matrix was developed and the
associated risks were assessed. Alternative were
compared on the bases of net expected value and
associated risks, where net expected value = (expected
value-associated risk), Table 6. The weights
mentioned in all tables represent the arithmetic means
of the different weights proposed by the participant in
the evaluation session.
Results of comparing alternatives showed that
alternative “F” has the highest net expected value of
35.40. A sensitivity analysis was carried out by fixing
all evaluation criteria and changing one criterion and
then observing its effect on the evaluated alternatives.
Results showed that alternative “F” was still the
favored option.
A presentation meeting was held at the design firm
office where a brief description of the study was
introduced to the client. It included presentation of the
VRMP, identifying the problem, structuring
objectives, generating and evaluating alternatives. In
addition, a brief development study report was
submitted to the client in order to facilitate reviewing
the systematic steps followed and helping adopt the
brief development decision.
Alternative “F” was selected as the best alternative
with net expected value of 35.40. The cost of the
selected alternative was expected to be DHS
5,660,270, which was within the budget of the
government loan. Then, an official letter was issued by
the client and the funding authority to the design firm
stating that acceptance of the changes of the project
design and brief development had been agreed and
that the design firm would be compensated for the redesign and production of tender documents as an
office building. Accordingly, the design firm redesigned the project. The feed back of the case study
can be summarized as:
1. Carrying out adequate study of the client business
case, client requirements and market demand will
avoid later changes where its cost can be expensive
and it disrupts the scheduled works.
2. The designer should bear in mind that many clients
do not have in depth construction knowledge or
cannot describe what they need, so the designer
should have developed the art of questioning client
and be able to suggest more options until the client
requirements are met and his/her satisfaction is
achieved.
3. Clients should provide the design firm with all
information and open communication channels to
reflect their requirements as early as possible.
4. The project was constructed and occupied and the
client was satisfied with the results of the study.
7. BENEFITS OF THE VALUE AND RISK
MANAGEMENT PROTOCOL
The main benefit of the VRMP is enabling clients and
construction professionals adopt a process for brief
development decision. It clarified client aims and
objectives through the participation of project
stakeholders and ensuring that client requirements
were clearly defined. In addition, it helped identifying
the detail for brief development required for creating a
collaborative work environment. Furthermore, it
suggested that better values were added through
generating improved and cost-effective solutions that
meet client expectations as well as minimising
uncertainties through the identification, analysis and
responding to associated risks. The protocol helped
managing change orders effectively and enhancing the
briefing process through learned lessons and feedback.
It is clear that the VRMP represents an innovative
approach to achieve client satisfaction, responding to
brief development drivers throughout the project life
cycle, managing project change orders effectively, and
improving the existing briefing process.
8. LIMITATIONS OF THE VALUE AND
RISK MANAGEMENT PROTOCOL
The effective application of the VRMP depends to a
large extent on the client organisation and construction
professionals. If they do not have the desire to use the
protocol, then its adoption will be limited. In addition,
the application of the protocol is time consuming, and
within the current culture in the construction industry
where insufficient time is spent on managing brief
development, this protocol might not be welcomed by
some sectors of the industry. Moreover, the large
amount of information used to manage this form of
brief development necessitates that it must be well
managed. In order to overcome the limitations of the
protocol and facilitate its use, the benefits of the
protocol have to be clearly presented to the client
organisation and construction professionals in order to
get them convinced with the role, which the protocol
could play in managing brief development. This will
increase the opportunities for adopting the protocol. In
addition, the benefits of information management and
information technology have to be utilised to minimise
the time required to apply the protocol and manage the
large amount of information used. For this reason, the
protocol is now captured in a computer software
format, which will be presented in a subsequent paper.
9. CONCLUSIONS
x Limitations of the current briefing theories to
achieve client satisfaction are attributed to confining
brief development to a certain stage. This
perspective hinders the interaction between the client
and the designer and inhibits utilising value
opportunities and manages associated risks. The
Dynamic Brief Development (DBD) concept is
presented as an approach to overcome the limitations
of the current briefing approaches. This concept
supports and encourages brief development
throughout the project life cycle.
x Since permitting brief development to take place
throughout the project life cycle can add either value
or risk or both to the project, Value Management and
Risk Management were integrates to formulate the
Value and Risk Management Protocol.
x The Protocol is a decision making tool designed to
manage dynamic brief development throughout the
project life cycle. Its need was emerged from the
necessity of the dynamic brief development concept.
The protocol aimed to enable client’s organisation
and construction professionals adopt better brief
development decision on the basis of value addition
and risk management. In addition, it aimed to
achieve client satisfaction, respond to the influences
of the brief development drivers, manage project
change orders effectively, and improve the
performance of the briefing process through
feedback and learned lessons.
x These aims were achieved through a set of
interrelated objectives of: adequate identification of
brief development problems, better understanding of
the client objectives, generating, evaluating and
selecting the best alternative that will achieve these
objectives at the most cost - effective manner, and
implementing the selected alternative, monitoring its
execution and feedback the client organisation,
design and construction teams with comments and
learned lessons.
x The protocol based on systematic steps of decisionmaking consists of: 1) intelligent phase, 2) design
phase, and 3) choice phase. In order to select the
appropriate way to represent the protocol activities
the IDEF-0 methodology was considered the most
appropriate tool to represent the protocol. The
rational behind its selection and description of its
notation was illustrated.
x The protocol consisted of four steps: Identifying
problem, structuring objectives, scrutinising
alternative solutions, and adopting development
decision. The protocol was applied on real case
studies at different stages. A case study at the design
stage was presented. Benefits of the Protocol were
presented and limitations were explained which will
be overcome through capturing the protocol in a
computer software format.
35
A.A.E. Othman
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The Brief Development Manager as an IT Tool for Managing Dynamic
The International Journal of Construction
Management
(2006) 27 - 43
Brief Development
in Construction
27
THE BRIEF DEVELOPMENT MANAGER AS AN IT
TOOL FOR MANAGING DYNAMIC BRIEF
DEVELOPMENT IN CONSTRUCTION
Ayman A. E. OTHMAN1, Tarek M. HASSAN2, and Christine L. PASQUIRE 2
1
2
Commercial Buildings Management, Finance Department, Abu Dhabi, United Arab Emirates. P.O.Box 46172
Tel: 009712 6672545; Mobile: 0097150 5665372; E-mail: aothman@emirates.net.ae
Department of Civil and Building Engineering, Loughborough University, Loughborough, United Kingdom.
Abstract
The Value and Risk Management Protocol (VRMP) is an innovative decision making tool developed by
the authors to manage dynamic brief development in construction projects. Application of the protocol
on real case studies showed that it is a time-consuming tool and there is a large amount of information
that needs to be managed. In order to overcome these limitations, facilitate the use of the protocol and
escalate its efficiency, this paper presents a computerised version of the VRMP called the Brief
Development Manager (BDManager) prototype software. Because of their importance, the role of
Information Management (IM) and Information Technology (IT) in managing dynamic brief development
is illustrated. In addition, development, system architecture and description of the BDManager are
described. Furthermore, three questions are asked to evaluate the BDManager. They are: what to evaluate,
how to evaluate, and when to evaluate. In an endeavour to ensure its success as an effective IT tool to
manage dynamic brief development, the reliability and validity of the prototype are discussed. Results
of the evaluation questionnaire are presented and the users’ comments are applied to improve the
performance of the prototype software.
Keywords
Brief Development Manager, Information Management, Information Technology.
INTRODUCTION AND RESEARCH BACKGROUND
The VRMP is presented as an innovative decision-making tool designed to manage dynamic
brief development in construction. It aimed to enable clients and construction professionals
adopt the proper brief development decision on the basis of value addition and risk management.
In addition, it aimed to achieve client satisfaction, respond in an innovative manner to the
influences of brief development drivers, manage project change orders effectively, and improve
the performance of the briefing process through feedback and learned lessons. The VRMP is
an outcome of four years Ph.D. research work carried out at the Department of Civil and
Building Engineering, Loughborough University, UK. The research focused on integrating
value management and risk management to manage dynamic brief development in construction
(Othman, 2004).
The VRMP consisted of four steps: identifying problems, structuring objectives, scrutinising
alternative solutions, and adopting development decision. Application of the protocol on real
case studies at different stages of the project life cycle showed that it is a time-consuming tool
and there is a large amount of information that needs to be managed (Othman, 2005). In order
to overcome these limitations, facilitate the use of the protocol and escalate its efficiency, IM
and IT were utilised to formulate a computerised version of the VRMP called the BDManager
28
Othman, Hassan and Pasquire
prototype software. This paper aims to introduce this prototype software as an innovative IT
tool for managing dynamic brief development in construction. In addition, it aims to demonstrate
how the BDManager facilitates the application of the VRMP in a computerised environment,
helps saving time and managing the large amount of information used. These aims are achieved
through accomplishing the following objectives:
(1) Explaining the role of IM and IT in managing dynamic brief development,
(2) Defining the objectives and features of the BDManager,
(3) Illustrating the development and system architecture for the BDManager,
(4) Evaluating and applying the BDManager, and investigating its reliability and validity.
RESEARCH METHODOLOGY AND CASE STUDY SAMPLING
The above aims and objectives called for a research strategy, which could gather data sufficiently
rich to develop the BDManager and present it as a reliable and validated tool. Two approaches
were employed, namely literature review and consulting software programmers. Firstly,
literature review was used to (1) review the importance of IM and IT in managing dynamic
brief development, (2) investigate the different way of developing prototype software, (3)
review the application and evaluation methods as well as reliability and validity of prototype
software. Secondly, consulting software programmers resulted in selecting the Microsoft Access
as the development package for the BDManager based on its advantages and features (McLaren,
1996).
The purposive sampling method is adopted to select the samples of case studies, in which the
BDManager is applied. This is because a particular group of clients agreed to apply the
BDManager to their projects and a particular study team is selected to apply the prototype
software. These case studies are recently constructed buildings selected from the construction
industry of the United Arab Emirates.
THE ROLE OF IM AND IT IN MANAGING DYNAMIC BRIEF
DEVELOPMENT
Information flow plays a key role in construction project management. Construction projects
depend on the reliable and quick exchange of information to support planning, controlling,
decision-making, and constructing shared meanings and mutual understanding. How data is
recorded, refined, and organised affects its usefulness to the project. Effective IM is an integral
part of any successful project management system. (Yates and Elnagar, 1997; Azam et al.,
1998). Establishing a clear strategy and framework for managing project information is essential
and helps specifying the pattern of information flow and the manner in which information
will be managed. Managing project information helps facilitating information flow, saving
time and money, avoiding disputes, and achieving client’s objectives (Mitchell and Miller,
1999).
The underlying principles of the Dynamic Brief Development concept established by the
undertaken research are identified as:
(1) The briefing process has to be deemed as an ongoing process extending throughout
the project life cycle.
(2) The project brief has to be considered as a live document continually developing
and adapting in an innovative manner to the influential internal and external drivers.
Brief Development in Construction
29
(3) Feeding back the client organisation and the design and construction team with
learned lessons and comments of the facilities management team and end users
will enhance the performance of the briefing process.
(4) A system to manage dynamic brief development has to be set out as early as possible
(Othman et al., 2004).
IM has a crucial role in managing dynamic brief development in construction projects because it:
(1) Enables construction professionals respond efficiently to clients’ requirements, brief
development drivers and provide a building that meets agreed standards and satisfies
its clients.
(2) Helps improving the briefing process through learned lessons and feedback (Jebb,
1992).
(3) Helps managing project change orders through providing information for studying
their impacts on different project aspects, generating, evaluating, selecting best
solution, monitoring and feedback as well as reviewing the effects of similar change
orders in similar projects.
Using IT to manage documents becomes one of the most important challenges facing
organisations. Using IT to support creating, approving, sustaining, applying, sharing, and
reviewing information increases flexibility and fast-cycling capabilities (Amami and Beghini,
2000). The manual process for updating information could be very time-consuming, costly
and ineffective, particularly when the designer who initiated the change forgets to propagate
it or incorrectly assumes that no other disciplines are affected. The result is poorly coordinated
documents with conflicts, inconsistencies, and mismatch. In addition, most design firms do
not adequately organise the design knowledge, which often causes parts of the knowledge to
be lost and makes the management of changes difficult (Bouchlaghem et al., 2000; Hegazy et
al., 2001). IT has an important role in managing dynamic brief development in construction
projects through building live project brief development database, facilitating entering,
organising, retrieving, sharing and updating information, enhancing, and facilitating
calculations.
THE IMPORTANCE AND OBJECTIVES OF BDMANAGER
The BDManager is the prototype software for the VRMP. It is intended to overcome its
limitations, facilitate its use and escalate its efficiency through implementing the systematic
steps of the VRMP in a computerised environment. This will be achieved through
accomplishing the following objectives of the BDManager:
(1) Facilitate building live project database by collecting, verifying, organising, storing,
retrieving, sharing and updating information.
(2) Facilitate identifying the brief development problem and saving time through using
pre-designed pull down menus.
(3) Facilitate structuring the brief development objectives and scrutinising alternative
solutions through using Microsoft Excel in developing objectives value hierarchy,
accelerating the calculations of allocating importance weights, developing decision
matrix, assessing associated risks, comparing alternatives and performing sensitivity
analysis.
(4) Facilitate the communication between concerned parties through using electronic
mail to exchanging information and follow up work progress.
30
(5) Facilitate constructing general project information including project code, brief
development code, project type, client name, project location, contract type, project
cost, project duration, design firm, constructor, suppliers, funding body, and remarks.
(6) Facilitate adopting the proper brief development decision through using presentation
packages for adequate presentation of development alternatives supported with
reports, calculations and CAD generated documents, as well as facilitate planning,
monitoring and feeding back using project planning packages.
THE FEATURES OF THE BDMANAGER
Achieving the above objectives necessitated considering the following features during the
development of the BDManager:
(1) Allowing all users to view and examine stored projects information. Authorised
users are only permitted to modify and store new information.
(2) Allowing more than one user to use the prototype simultaneously.
(3) Stimulating the user through the design of friendly and attractive data entry forms
and the provision of adequate use instruction.
(4) Facilitating the inquiry of different projects information or brief development data
by using different search categories.
(5) Facilitating the generation, viewing, and printing of reports on various aspects of
the project.
(6) Allowing the future extension of the prototype and integration with other computerbased construction activities and software.
DEVELOPMENT AND SYSTEM ARCHITECTURE FOR THE BDMANAGER
The development of the BDManager database was built on the design of tables, forms, queries
and reports. A database table is the basic structure that holds the data values for the database
(McLaren, 1996). Each table is designed to store information corresponding to an entity of the
defined entities for the VRMP (Othman, 2005). Tables are the basis for designing forms.
Forms are used for entering, displaying and editing the data stored in tables. Queries are
designed to help the user of the prototype search for project information using different
categories such as inquire by brief development drivers. Reports are designed to allow the
user of the BDManager view and print reports of project information using different categories.
The system architecture for the BDManager consists of four components: (1) general project
information, (2) Value and Risk Management Protocol, (3) inquiries centre, and (4) reports
centre. These components facilitate collecting, verifying, organising, storing, retrieving, sharing
and updating information from the Access data repository. The user interface interacts with
the interconnected system components through a set of screens, see Figure 1.
DESCRIPTION OF THE BDMANAGER
The Welcome Screen
Figure 2 shows the Welcome screen, which introduces the prototype to its users. It contains a
brief statement about what the application is and what it is intended to do. In addition, the
screen gives the user three options: (1) to continue as a data entry, (2) to continue as data
viewer, or (3) to exit.
Figure 1 System Architecture for the BDManager
Figure 2 The Welcome Screen for the BDManager
Figure 3 The “Brief Development Manger - entry Authentication” Screen”
31
32
Continue as Data Entry
Permitted users are only allowed to continue as data entry after entering a correct user number
and password. They will be able to enter new data and update existing information, see Figures
3 and 4. Continue as data entry includes entering and updating general project information
and applying the VRMP.
Continue as Data Viewer
All users are allowed to view stored data without the permission to modify existing information,
see Figure 5. Continue as data viewer allows the user to navigate General Project Information,
view the four steps of the VRMP, inquire brief development database using different categories,
see Figure 6 view and print reports based on different categories, see Figure 7.
Exit
This option allows the user to exit the BDManager.
EVALUATION OF THE BDMANAGER
System evaluation is an integral part of the prototype development. Evaluation is used to
appraise the whole value of the prototype. Three basic questions for system evaluation have to
be asked: (1) what to evaluate? (2) how to evaluate?, and (3) when to evaluate? (Ng and
Smith, 1998).
What to Evaluate?
This questions aims to determine how well the developed system facilitated managing brief
development and achieving the objectives of the VRMP as well as accomplishing the prototype
features. This was achieved by assessing how well the BDManager facilitated:
(1) Identifying the brief development problem,
(2) Structuring the brief development objectives,
(3) Scrutinising alternative solutions,
(4) Adopting the proper development decision.
(5) Assessing the Features of the BDManager.
(6) Encouraging end users recording their comments, feedback and suggestions to
develop the BDManager.
Figure 4 View of the Brief Development Manager - data Entry” Screen
Figure 5 View of the “Brief Development Manger - Data Viewer” Screen
Figure 6 The “Inquiries Centre” for the BDManager
Figure 7 View of the “Report Centre” for the BDManager
33
34
How to Evaluate?
Two evaluation methods for knowledge-based systems are used. The first one is to provide
end users with a working version of the system under evaluation and leave them make use of
it over a prolonged time period. This gives users an opportunity to get used to its functionality
and form an opinion on whether the stated benefits are actually achieved. A diary is used to
record evaluators’ comments, difficulties occurred, or any lacking features. This is not an easy
task because many difficulties are magnified when the trial system is integrated with existing
systems. Another approach is where a relatively large number of evaluators are available in a
single location for a short period of time to participate simultaneously in an evaluation session.
The session consists of a hands-on usage portion, where the evaluators are guided through a
usage scenario with the use of appropriate notes. This is followed by the distribution and
completion of questionnaire by each evaluator (Miles et al., 2000; Ren, 2002). During the
course of evaluating the BDManager, the second method was adopted. In this approach, the
major characteristics of BDManager, its development process, and the use of the prototype
are demonstrated to the evaluators who applied the protocol to solve brief development
problems. Evaluators were asked to complete an evaluation questionnaire.
When to Evaluate?
The development of the BDManager was done in an iterative process. Regular revision and
evaluation of the prototype was carried out by the authors with the collaboration of software
programmers and construction professionals to assess how well the prototype covered the
requirements of the VRMP. When a satisfactory version was produced, it was applied to a
number of case studies. At the end of each brief development study session, the participants
were asked to fill a questionnaire designed to evaluate the suggested prototype. Evaluators’
comments and suggestions were considered and applied to enhance the performance of the
designed prototype.
APPLICATION OF THE BDMANAGER
In order to evaluate the BDManager and assess its performance as a decision-making tool for
managing dynamic brief development, the prototype software was applied on a number of
real case studies. These projects varied in their client organisations, development drivers,
stages, and initiator for instance. The following section presents a detailed description of one
of these case studies. It worth to mention that the identities of the client organisation, funding
authority, study team, design firm, constructor and suppliers were suppressed for the purpose
of confidentiality according to their request.
Case Study
General Project Information
Project Code
Brief Development Code
Project Type
Client Name
Project Location
Contract Type
Project Cost
Project Duration
Design firm
:
:
:
:
:
:
:
:
:
A/2003
1/A/2003
Residential Villa
*************
Abu Dhabi
Lump Sum
£ 200,000
12 Months
*************
Constructor
Suppliers
Funding Body
Remarks
:
:
:
:
*************
*************
*************
Identifying Problem
Project Code
Brief Development Code
:
:
A/2003
1/A/2003
35
Orientation Meeting
An Orientation Meeting was held at the funding authority. This meeting was attended by the
client, head of maintenance section, architect, civil engineer, maintenance engineer, electromechanical engineer, and the first author. The aim of this meeting was to understand the
client’s objectives and the reasons that derived him to enhance the building specification and
how his objectives could be achieved. Strategic matter such as the selection of study team
members, study date, time, duration and location were decided. One week was given to the
design firm to collect adequate information from related authorities regarding design changes
and its requirements and approvals.
Selecting Team Members
The study team comprised of: the first author as a facilitator, client, architect, civil engineer,
maintenance engineer, and electro-mechanical engineer.
Study Data
:
29/03/2003
Study Time
:
from 8:30 AM to2:30 PM
Study Duration (Days)
:
3
Study Location
:
The Funding Authority
Data Resource
:
Client Organisation & End User
Data Classification
:
Client Requirements & Economic
Development Driver
:
Development Description
In this case study, the previous tenant cancelled his contract and left the villa on 30/6/2002.
Since that time the villa was not occupied despite the great demand on that area as quiet and
well-serviced. This was traced back to a number of reasons:
(1) Damage and failure in the ground floor flooring.
(2) Kitchen cabinets and bathrooms fittings are damaged and in a bad state of repair.
(3) Ordinary Air Conditioning (A/C) windows type system (high electricity bill).
(4) Poor building facilities (no central gas, no central Antenna, etc.).
(5) Expensive annual rent.
The building client decided to attract tenants to rent the villa, particularly after a new
tenant offered to rent the villa. The modification will include:
(1) Removing all the damaged tiles on ground floor and do back filling.
(2) Fixing new ceramic tiles.
(3) Removing and shifting old kitchen cabinets and bathrooms fittings and fixing new
fashionable sets.
(4) Complete refurbishment and maintenance of painting, electrical and sanitary work
and replacing damaged items.
(5) Adding more facilities.
(6) Reducing Rent
36
Development Stage
Development Initiator
Value Source to Client
Risk Source to Client
:
:
:
:
After Practical Completion
Client Organisation & End User
End User
End User
Defining Objectives
The client objectives were defined as attracting new tenets to rent the villa and recover the
loss of leaving it unoccupied for approximately one year and get benefits from the villa location
and size. A set of sub-objectives were generated to achieve the client objectives:
(1) Enhancing Specification
(2) Adding more Facilities
(3) Reducing Rent
(4) Refurbishing and Maintaining work
After the brief development objectives were identified, the brainstorming technique with the
support of Microsoft Excel was used to develop objectives value hierarchy, allocate and
calculate importance weights of these objectives as shown in Figure 8 and Table 1.
After the objectives value hierarchy was developed and the importance weights were allocated
and calculated, the associated risk that may threat achieving the defined objectives were
defined as:
(1) Increasing the work cost than the client budget (£ 4150).
(2) Losing current tenant
(3) Losing new tenants
Figure 8 Value Hierarchy of the Brief Development Objectives of Case Study
37
Brainstorming was used to generate creative alternatives to achieve the above objectives.
Table 2 summarises the generated alternatives.
The next step was to evaluate the generated alternatives. Alternative “E” was rejected on the
basis that the client organisation does not have sufficient funds to demolish and re-construct
the villa. Other alternatives were raised for evaluation. A Decision Matrix was created to
evaluate each alternative against the defined objectives, see Table 3. Risks that threat achieving
client objectives were assessed by assessing risk likelihood and severity, where assessed risk
= Likelihood (L) x Severity (S), see Table 4. After the decision matrix was developed, the
associated risks were assessed. Alternatives were compared on the bases of expected value
and associated risks. Where net expected value = expected value - associated risk, see Table 5.
Performing several sensitivity tests showed that all alternatives were not sensitive to changing
in one variable while others were fixed. Alternative “C” represents the best alternative with
net expected value of (54.36). The problem with alternative “C” is that changing the A/C
system will increase the budgeted cost. The client was suggested to bear all the work required
(except A/C) and reduce the rent by 10%. The tenant was informed of the client’s desire and
initial approval was gained from him.
Table 1 Importance Weights of the Brief Development Objectives of Case Study
Objectives
Change Ground Floor Tiles
Change Kitchen Cabinets & Bathroom Fittings
Change A/C System
Add Central Gas system
Add Central Dish Antenna
Reduce Rent
Refurbish & Maintenance Work
Normalised Weight
0.1010
0.1515
0.2020
0.1273
0.1909
0.1364
0.0909
Table 2 Brief Development Generated Alternatives of Case Study
Alternative A
The client has to enhance the villa specification, add more facilities, complete
refurbishment and maintenance works without changing the ordinary A/C system.
Alternative B
The villa’s annual rent is £ 15000. A new tenant offered to rent the villa for two years
with annual rent of £ 9334 against fixing wall mounted A/C units and fixing new
kitchen cabinets and the client has to complete other refurbishment and maintenance
works.
Alternative C
The client has to enhance the villa specification, add more facilities and complete
refurbishment and maintenance works including changing the ordinary A/C system
to wall-mounted units.
Alternative D
The client has to wait until he gets another tenant and does the necessary maintenance
works and reduces rent without changing villa specification or A/C system.
Alternative E
Re-construction of the villa with high specification, new A/C system, including all
facilities.
38
Change A/C System
Add Central Gas system
Add Central Dish Antenna
Reduce Rent
Refurbish & Maintenance Work
0.1010
0.1515
0.2020
0.1273
0.1909
0.1364
0.0909
Alternative A
100.00
10.10
100.00
15.15
0.00
0.00
100.00
12.73
100.00
19.09
0.00
0.00
100.00
9.09
66.16
Alternative B
100.00
10.10
0.00
0.00
0.00
0.00
100.00
12.73
100.00
19.09
38.00
5.18
100.00
9.09
56.19
Alternative C
100.00
10.10
100.00
15.15
100.00
20.20
100.00
12.73
100.00
19.09
0.00
0.00
100.00
9.09
86.36
Alternative D
100.00
10.10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
60.00
8.18
100.00
9.09
27.37
Total
Change Kitchen Cabinets &
Bathroom Fittings
Weights of
Importance
(0-1)
Assessment Attributes
Change Ground Floor Tiles
Table 3 Using the Decision Matrix to Evaluate Alternative Solutions of Case Study
Table 4 Assessing Associated Risks of Case Study
Assessment
Attributes
Alternative A
Increasing Work
Cost
L
S
3.00
3.00
Losing Current
Tenant
L
S
4.00
9.00
Alternative B
2.00
2.00
4.00
1.00
4.00
1.00
1.00
1.00
5.00
5.00
35.00
3.00
12.00
3.00
32.00
5.00
41.00
3.00
2.00
10.00
1.00
3.00
6.00
5.00
2.00
Total
S
2.00
5.00
16.00
Alternative D
L
20.00
4.00
Alternative C
5.00
Losing New
Tenants
6.00
5.00
3.00
25.00
15.00
Table 5 Comparing Alternatives of Case Study
Alternative A
Alternative B
Alternative C
Alternative D
Expected Value
66.16
56.19
86.36
27.37
Associated Risk
35.00
12.00
32.00
41.00
Net Expected Value
31.16
44.19
54.36
-13.63
39
Presenting Alternatives
A presentation meeting was held at the funding authority where a brief description of the
study was introduced to the client organisation. It included presentation of the VRMP,
identification of the problem in hand, structured objectives, and generated and evaluated
alternatives. In addition, a brief development study report was submitted to the client
organisation in order to facilitate reviewing the systematic steps followed and helping adopt
the proper brief development decision.
Selecting the Best Alternative
The client organisation selected alternative “C” with little modification. The client has to bear
all the work required including enhancing the villa specification, adding more facilities, carrying
out refurbishment and maintenance works, reducing the rent by 10%, where the tenant will
bear the responsibility and cost of fixing the A/C units.
Alternative “C” with its modifications was tendered and executed for the cost of £ 3634 and
the villa is occupied now.
Monitoring and Feeding Back
Based on the above, the followings observations were made:
(1) Development of the project brief could take place at later stages and not necessarily
at early stages.
(2) Adequate study of the different drivers that may affect the project brief may add
better value to the project and help in achieving the client objectives and satisfactions.
RESULTS OF THE EVALUATION QUESTIONNAIRE
Three brief development study sessions were carried out to study three real case studies. 18
evaluation questionnaires were distributed to the participants of these sessions. Respondents
were asked to rate each question on a scale of 5, where 1 =poor and 5=excellent. The results of
the questionnaire are shown in Table 6.
The general comments of the evaluators showed that they are satisfied with the effectiveness
of the BDManager in managing dynamic brief development in construction, its systematic
decision process, team work, managing information and using IT capabilities to facilitate the
application of the VRMP. Evaluators were delighted with applying the prototype in real case
studies at different stages of the projects life cycle.
Other comments and suggestions for improvement are summarised as:
• Providing users of the prototype software with user number and password to protect
the brief development database. This was reflected in the design of the prototype by
providing two levels of security as a “Data Viewer” without the permission to modify
stored data and as a “Data Entry” with permission to enter new brief development
data, edit and update existing data.
• Encapsulate the BDManager in a Web based online application. This recommendation
was out of the scope of this research, as implementing the prototype in an online
application requires resources such as financial support and software development
team.
40
Table 6 Results of the Evaluation Questionnaire
4/5
Using Microsoft Word linked files and pull-down menus
to facilitate entering, selecting, editing, and updating
different definition information.
80%
4.25 / 5
Facilitate adequate definition of objectives
75%
5/5
Using Microsoft Word and Excel linked files to facilitate
defining and updating objectives, building objectives value
hierarchy, defining associated risks, allocating and
expediting calculating importance weights.
75%
4.25 / 5
Facilitate scrutinising alternative solutions
80%
5/5
Using Microsoft Word and Excel linked files to facilitate
entering, editing and updating generated and evaluated
alternatives, reconciling value and risk, saving time,
expediting calculations, creating decision matrix, assessing
associated risks, comparing alternatives, and performing
sensitivity analysis.
100%
4.25 / 5
Facilitate adopting development decision
70%
4.15 / 5
The role of BDManager in managing, organising, storing,
retrieving, sharing and updating brief development data
100%
5 /5
The role of the BDManager in saving time and effort
100%
4.5 / 5
Enabling users interact easily with different prototype
screens
100%
5/5
The role of the BDManager in facilitating communication
and team work between project team members and
presenting stakeholders perspectives
100%
3.85 / 5
Objectives
Features of the Brief
Development
Manage
Structuring
Problem
85%
Identifying
Facilitate identifying the brief development problem
Scrutinising
Alternatives
Solutions
% of
Evaluation
Responsdents
Rate
Adopting
Development
Decision
Area of Evaluation
Using Microsoft Word linked files to facilitate
documenting, updating, and presenting alternatives,
selecting the best alternatives, implementing the selected
alternatives, and monitoring and feeding back.
• Evaluators suggested to use “Bar Chart” to facilitate the comparison between different
alternatives scores. This suggestion was added to Microsoft Files beside the Decision
Matrix, assessing associated risks, comparing alternatives, and sensitivity analysis.
• Evaluators recommended that top management should be persuaded with the
prototype advantages and its benefits for managing brief development in order to
facilitate its adoption and application.
All evaluators recommended the BDManager as an effective IT tool for managing dynamic
brief development in construction.
41
RELIABILITY AND VALIDITY OF THE BDMANAGER
The BDManager prototype software could not be considered as a successful IT tool to manage
dynamic brief development unless it is reliable and valid. Reliability was defined as the extent
to which a test would give consistent results if applied by a different user more than once to
the same people under standard conditions (Hall and Hall, 1996). Hammersley (1992) defined
validity as another word for truth. It refers to the correctness or credibility of a description,
conclusion, explanation, interpretation or other sort of account. Hall and Hall (1996) mentioned
that validity means the extent to which software, test, questionnaire or other method is really
measuring what it is intended to measure. So, a reliable prototype software is the one which
gives consistent results if applied by different researchers more than once to the same peoples
under standard conditions, where a valid prototype software is the one which measures what
it is intended to measure (Hall and Hall, 1996).
In order to check the reliability of the BDManager, the systematic steps of the VRMP, which
were used to build the BDManager prototype software, were applied to a real case study.
Then the same case study was examined with the same team members under the same conditions
using the BDManager prototype software. Results of the two studies are consistent, but the
second one was done in a shorter time because of the use of computer applications. In addition,
the prototype software was then applied on a number of real case studies to check its ability to
deal with different problems. Results were encouraging which ensures the reliability of the
BDManager as an effective decision making tool to manage dynamic brief development in
construction.
Findings of the case studies showed the validity of the BDManager. This was clearly shown
in the ability of the BDManager in achieving its objectives and features as well as measuring
what it is intended to measure.
• The BDManager enabled the client organisation and construction professionals adopt
the proper decision to mange brief development as it is intended to do.
• The BDManager facilitated constructing general project information database. This
was accomplished through the use of “General Project Information” data entry screen
where the project data was stored and updated in Microsoft Access files.
• The BDManager facilitated the precise identification of brief development problem,
structuring objectives, scrutinising alternatives, and adopting development decisions.
This was achieved through using the “Value and Risk Management Protocol - Data
Entry” screen.
• The BDManager facilitated entering, organising, retrieving, sharing and updating
information, as well as expediting calculations. This was achieved through the use
of different user-friendly screens and using various data entry methods such as typing
data in pre-defined boxes, selecting from pre-designed pull-down menus, and inserting
Microsoft Word and Excel linked files. In addition, it has the advantage of being
linked to other computer based activities and software.
• The BDManager was enhanced by allowing more than one user apply the prototype
simultaneously. More user numbers and passwords could be added to meet
organisations’ requirements.
• The BDManager facilitated the communication between different parties through
exchanging information and files through electronic mail.
• The BDManager facilitated the inquiry of information based on different search
categories such as development drivers through the use of “Inquiry Centre” screens.
42
• Finally, the BDManager was designed to enable the user view and get printed reports
of general project information using different categories such as drivers, stage, or
initiator, for instance. This was achieved by using the “Reports Centre” screens.
CONCLUSIONS
Accessing accurate, reliable, and updated information in a timely manner is essential for
increasing the project value and enhancing its performance. IM and IT play an important role
in managing dynamic brief development through responding efficiently to client’s requirements,
brief development drivers, managing project change orders effectively, improving the briefing
process. The VRMP is an innovative decision making tool developed by the authors to manage
dynamic brief development in construction projects. Application of the protocol on real case
studies at different stages of the project life cycle showed that it is a time-consuming tool and
there is a large amount of information that needs to be managed. The BDManager is a
computerised version of the VRMP designed to overcome its limitations, facilitate its use and
escalate its efficiency. This is achieved through implementing the structured steps of the
VRMP in a computer-based environment and show how the BDManager could save time and
facilitate the effective management of brief development. The system architecture for the
BDManager consists of four components: (1) general project information, (2) VRMP, (3)
inquiries centre, and (4) reports centre. These components facilitate collecting, verifying,
organising, storing, retrieving, sharing and updating information. Evaluating the BDManager
prototype software was an integral part of the prototype development. Three questions were
addressed to evaluate the prototype: (1) what to evaluate? (2) how to evaluate?, and (3) when
to evaluate?. “What to evaluate” question aimed to determine how well the developed system
facilitated managing brief development and achieved the objectives of the VRMP as well as
accomplishing the prototype features. “How to evaluate” focused on the method used for
evaluation. The last question was about when to evaluate. This was done on regular basis until
a satisfactory version was produced. This version was applied to a number of case studies
where participants were asked at the end of each session to complete a questionnaire designed
to evaluate the produced prototype. Because of their importance, this paper discussed the
reliability and validity of the BDManager. In addition, results of the evaluation questionnaire
were summarised and recommendations for improvements were studied and appropriate ones
were implemented.
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IDENTIFICATION, QUANTIFICATION AND
CLASSIFICATION OF CONSTRUCTION BRIEF
DEVELOPMENT DRIVERS
Abstract
Keywords:
1.
Introduction
Proceedings of the CII-HK Conference 2004 on Construction Partnering: Our Partnering Journey – Where
Are We Now, and Where Are We Heading?, 9 December 2004, Hong Kong, China, ISBN 988-98153-2-X
2.
Methodology
3.
Case study sampling
4.
Identification of the brief development drivers
Table 1
The Brief Development Drivers
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
5.
The rationale behind the brief development drivers
5.1
Drivers relating to communication, clarity and understanding (No's.
17,18,19,20 & 22)
5.2
Drivers relating to feasibility studies (No. 15)
5.3
Drivers relating to value (No. 30)
5.4
Drivers relating to project users (No. 8 & 10)
5.5
Drivers relating to co-ordination and accuracy (No. 2)
5.6
Drivers relating to inadequate provision of information (Nos. 3, 5 & 28)
5.7
Drivers relating to regulations and technology advancement (Nos. 6, 7, 13 & 21)
5.8
Drivers relating to quality and sustainability (Nos. 11, 24, 27 & 29)
5.9
Drivers relating to design cost and time (Nos. 16 & 26)
5.10
Drivers relating to unforeseen conditions (No. 9)
5.11
Drivers relating to market conditions and user demands (Nos. 1, 14, 23 & 25)
5.12
Drivers relating to lack of design expertise (Nos. 4 & 12)
6.
Quantification of the brief development drivers
7.
Measure of central tendency and dispersion
8.
Relative importance of brief development drivers
Relative Importance Index (RII) = w / AN
5
4
Rating Scale
3
2
1
er 5
riv
e
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Figure (1)
Rating the Brief Development Drivers on a Scale of 5
9.
Bivariate analysis of brief development drivers
r
.
r
r =
r=
Figure (2) The Relative Importance Indices of the Brief Development Drivers
Table 2 The Correlation Matrix of the Brief Development Drivers
10.
Classification of the brief development drivers
The Internal Brief Development Drivers are:
The External Brief Development Driver is:
The Internal and External Brief Development Drivers:
11.
Conclusions
References
Journal of Management in Engineering
Value Management: Capacity and Expertise
Better Construction Briefing,
Journal of
Management in Engineering
Building Britain 2001
Social Research Methods: Qualitative and Quantitative Approaches.
Building in Value: Pre-Design Issues,
Engineering, Construction, and
Architectural Management
Social Research Methods.
Journal of Construction Engineering and Management
Towards a 30% productivity improvement in construction
A Basic Course in Statistics
Building in Value:
Pre-Design Issues
Value Engineering: Practical Applications for Design, Construction,
Maintenance and Operations. R.S.Means, Kingston, MA.
Building in Value:
Pre-Design Issues
Construction Management and Economics
Creating Value in Engineering: Design and Practice Guide,
The Briefing Process: A Review and Critique
User Participation in Building Design
and Management.
A Simple Guide to SPSS for Windows: for
Versions 8.0, 9.0 and 10.0.
Engineering Quality in Construction.
Final report on joint review of procurement and
contractual arrangement in the UK Construction Industry
The Briefing Process; A Review and
Critiques.
Challenges for the 21st Century: Proceedings of the XXV111 IAHS World Congress
on Housing, 217- 237.
Construction Change Orders.
Construction Administration in Architectural Practice
Build Environment,
Journal of
Architectural Engineering,
Engineering, Construction and Architectural
Management,
Learning from Experience: Applying systematic Feedback
to improve the briefing process in construction. UK Workshop, Briefing in
Construction, 21 September
A: Guide to the Project Management Body of Knowledge (PMBOK®Guide)
The Architect's Plan of Work
Construction Management and Economics,
Proceedings of the 14th Annual Conference,, 9-11 September, Reading
University, UK, 300-309.
Journal of Construction Management and
Economics
The Construction Management Process
.
Building in Value:
Pre-Design Issues.
Cost
Engineering
Engineering, Construction and Architectural Management,
VALUE AND RISK MANAGEMENT FOR DYNAMIC BRIEF
DEVELOPMENT IN CONSTRUCTION
Abstract
Keywords:
1.
Background and rationale to the research
2.
The aim and objectives of the research
3.
Overview of the research methodology
Figure 1
The Research Methodology
4.
Overview of the research work done
1
Figure 2
2
Developing the Brief throughout the Project Life Cycle
n
Table 1
The Brief Development Drivers
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9
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9
9
Lack of understanding of different users' culture and traditions
21
Lack of communication and co-ordination between government authorities and design
firms over planning and approvals
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riv
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er 3
0
D
Rating Scale
5
4
3
2
1
0
Brief Development D
Figure 3 Rating the Brief Development Drivers
Table 2 The Correlation Matrix Showing the Relationship between the Brief Development
Drivers
Table 3 Node Index for The Value and Risk Management Protocol
Diagram Reference
Description
VRMP/A0
Managing Construction Brief Development
VRMP/A1 Identifying Problem
VRMP/A2
VRMP/A3
VRMP/A4
Figure 4
5.
The Welcome Screen of the Brief Development Manager
Research originality and achievements
6.
Conclusions
REFERENCES
Better Construction Briefing.
Journal of
Management in Engineering,
Building Britain 2001.
Building in Value: Pre-Design Issues.
Engineering, Construction
and Architectural Management
Journal of Construction Engineering and Management
The Architects' Journal,
International Journal of Project Management
Towards a 30% productivity improvement in construction
Rethinking Construction.
Cost
Engineering,
Proceedings of the RICS Construction and Building Research
Conference (COBRA 1999), The Challenge of Change: Construction and Building
for the New Millennium
Design and Practice Guide: Creating Value in Engineering.
The Briefing Process: A Critical Examination.
Proceedings of the 15th Annual Conference,
Business Process Management Journal
The Briefing Process: A Review and
Critique
User Participation in Building Design
and Management: A Generic Approach to Building Evaluation.
Final Report on Joint Review of Procurement
and Contractual Arrangement in the UK Construction Industry
Construction Change Orders.
Writing Successfully in Science
Construction Administration in Architectural Practice.
Engineering, Construction and Architectural
Management,
Engineering, Construction and
Architectural Management. Accepted for publishing on 7/10/2004 and now in print.
A: Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Proceedings of the RICS Construction and Building Research
Conference (COBRA 1998),
Proceedings of the 14th Annual Conference of the
Association of Research in Construction Management (ARCOM)
Journal of Construction Management and
Economics
The Construction Management Process.
Construction Engineering and Management
.
Pre-Design Issues.
Building in Value:
BRIEF DEVELOPMENT ORIGINATORS, VALUE AND RISK SOURCES
TO THE PROJECT FROM THE CLIENT’S PERSPECTIVE.
Ayman A. E. Othman1, Tarek M. Hassan2, Christine L. Pasquire 3
ABSTRACT:
Keywords
1. INTRODUCTION
2. METHODOLOGY
3. DEFINITIONS
4. THE BRIEF DEVELOPMENT DRIVERS
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Lack of understanding of different users' culture and traditions
21
Lack of communication and co-ordination between government
authorities and design firms over planning and approvals
9
9
9
9
9
9
9
9
9
9
9
9
9
9
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5 QUANTIFICATION OF THE BRIEF DEVELOPMENT DRIVERS
5.1 Measure of Central Tendency and Dispersion
5.2 Relative Importance of Brief Development Drivers
Relative
Index (RII) = ? w / AN
Importance
Dr
ive
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Rating Scale
5
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Figure (2) Relative Importance Index of the Brief Development Drivers
6. PROJECT TEAM MEMBERS AS ORIGINATORS OF BRIEF DEVELOPMENT
Analysis of table (2) and feedback from the discussion in the brainstorming session showed that clients'
organisations were the key originators of brief development as they may change their requirements and
have second thoughts at later stages as well as provide brief information at later design and construction
stages. End users were considered as brief development originators when they modify the facility design
to meet their requirements, traditions and culture particularly if they were not involved in the briefing
process or they appear at later stage. A case study showed that the client organisation changed the
project design from a commercial building to a medical centre equipped with all technological equipment
in order to respond to market demand and exploit the business opportunity offered to lease the building
for 20 years.
Design firms were deemed as brief development originators when they do not have the art of
questioning and eliciting clients’ requirements, which generates incomplete brief. In addition, their lack of
experience may result in producing uncoordinated and incorrect construction documents, non
producible materials or technologies. Constructors may be regarded as brief development originators
when they provide the design firm with information were not available during the briefing and design
stages such as unforeseen conditions or environmental requirements which forces the design firm to
modify the design to adapt to these situations. Suppliers play their role in developing the project brief by
providing the client organisation and design firms with information related to materials unavailability and
poor quality materials as they are closer to manufactures than other parties. The role of government
authorities and funding bodies as brief development originators appear when the project design violates
building regulations and codes as well as the design is over budget (Othman et. al, 2005).
7. PROJECT TEAM MEMBERS AS VALUE SOURCES
Clients considered themselves as value sources as they modify the project brief to meet their emerging
requirements, enhance their project performance, respond to market demand, upgrade project facilities,
and include new information, which were not available during the design stage. End users were regarded
as value sources to the client when they continue renting the building and enhancing its performance as
well. Design firms and constructors could be deemed as value sources to the client when they use their
design experience and construction knowledge to advice the client to choose better solutions that
achieve his objectives, select better materials, and use effective construction methods that facilitate the
construction process and reduce life cycle costing of the project. Suppliers play their role as value
sources to the client when they provide information of better substitute materials and recently produced
equipments. Government authorities and funding bodies were regarded as value sources to the client by
guiding the design firms and construction companies to comply with regulations and codes such as
(safety codes and environmental requirements) which enhance the performance of the building and
escalate its demand as well as keeping the project within the allocated budget. Feedback from projects
executed under the supervision of government authorities and funding bodies enable them to advise
design firms to select proper materials and equipments (Othman et. al, 2005).
49
8. PROJECT TEAM MEMBERS AS RISK SOURCES
Analysis of Table (2) showed that the risk that could be originated by clients’ organisations, particularly
na ve ones who does not possess enough construction knowledge, emerged from their inability to
describe their requirements and business objectives to the designer. In addition, inadequate available
design time due to the client hastiness to complete the project as fast as possible inhibits the designer
from presenting thorough alternatives and results in producing uncoordinated and incorrect construction
documents. End users were considered as risk source to the client when they were not involved in the
briefing process and their requirements were not reflected in the facility design. This will tend either to
change the produced facility to match their needs or the building will suffer from being vacant if it does
not fulfil users requirements. rojects' clients blame design firms for not playing their role as clients'
advisors.
Clients viewed design firms as risk sources because they are the cause of the production of
uncoordinated and incorrect construction documents, specifying building materials or technologies,
which either not produced anymore or not up to date as well as ignoring the role of the client and
behave unilaterally. This could result in hindering the construction process in terms of contradictions
between the construction documents, time delay due to selecting and importing substitute material and
modern technologies as well as future changes as a consequence of adopting decisions which do not
reflect the client’s perspective. Analysis of the matrix showed that the risk that could be originated by
constructors may arise from their lack of experience in reviewing construction documents which may
lead to delay due to time required for documents corrections and rework. In addition, constructors’
lack of organising construction items as early as possible such as ordering materials that may not
produced anymore may result in additional time for selecting and importing alternative materials.
aterial suppliers were considered as risk sources when they can not provide the project with suitable
materials or equipment which commensurate with the project budget, time of delivery and matches with
project design. Finally, government authorities and funding bodies were considered as risk sources to
the client due to their lack of regulatory updating, communication and co ordination with design firms
over planning and approvals, improper feasibility study and lack of responding to market demand
(Othman et. al, 2005).
9. CONCLUSIONS
The importance of achieving client satisfaction as an important measure for construction projects
success called for building a clear and firm understanding of the brief development drivers. This was
accomplished through focusing on four important issues. They were identifying, quantifying and
classifying the brief development drivers as well as identifying the originators of brief development, value
sources and risk sources to the project from the client's perspective. iterature review and analysis of
case studies identified 4 brief development drivers. All the identified drivers were reviewed on
regular basis in order to omit repeated ones and merge similar drivers to produce a list of 0 brief
development drivers. A quantifying questionnaire, measure of central tendency and relative importance
index were used to identify the most influential drivers. Based on considering the project as an entity that
effects and gets affected by its surrounding factors, a holistic approach was developed. This approach
50
classified the brief development drivers to internal, external, and internal and external development
drivers.
This paper aimed to investigate the relationship between the brief development drivers and the
project team members in order to identify the originators of brief development, value sources and risk
sources to the project from the client perspective. Group interview supported by the brainstorming
technique was the research method used to achieve this aim. Definitions of the originators of brief
development, value sources and risk sources to the project form the client’s perspective were
presented. ew interpretations of the role of different project team members were explained. Results of
the interview will enable clients’ organi ations and construction professionals utili e these relationships
for better management of dynamic brief development in construction.
10. REFERENCES
Baker, T. , 994, Doing Social Research, 2nd ed. ew ork
cGraw
ill Inc.
Barrett, . S. and Stanley, C. ( 999) Better Construction Briefing. Oxford Blackwell Science
td.
Bernard, . R., 2000, Social Research Methods: Qualitative and Quantitative Approaches.
ondon SAGE ublications td.
Best, R. and alence, G. D., 999, Getting it Right at the Start. In Best, R. and alence, G.
D. (eds.) Building in alue re Design Issues. ew ork ohn iley Sons Inc.
CIB, 99 , Towards a 30% productivity improvement in construction ( orking Group
Construction Industry Board, Tomas Telford, ondon.
),
Dell'Isola, A., 99 , Value Engineering: Practical Applications for Design, Construction,
Maintenance and Operations, ingston, A. R. S. eans.
ECO A ., 200 , rogramme on alue anagement. iddle East for Economic and
anagerial Development. 21- 24 October 2003, Abu Dhabi, nited Arab Emirates.
ICE., 99 , Design and Practice Guide: Creating Value in Engineering, The Institute of Civil
Engineers, ondon Thomas Telford.
elly, ., ac herson, S. and ale, S., 992, The Briefing rocess A Review and Critique.
The Royal Institute of Chartered Surveyors, aper o. 2. ISB 0 540 54 5.
ernohan, D., Gray, ., Daish, and oiner, D., 992, User Participation in Building Design
and Management: A Generic Approach to Building Evaluation. Oxford Butterworth
einemann td.
5
irkpatrick, . A. and Feeney, B. C., 200 , A Simple Guide to SPSS for Windows: for
Versions 8.0, 9.0 and 10.0. ondon Thomson earning.
ometa, S. T. and Olomolaiye, . O., 99 , Evaluation of Factors Influencing Construction
Clients’ Decision to Build. Journal of Management in Engineering, (2),
.
ay, T., 99 , Social Research: Issues, Methods and Process. Buckingham Open niversity ress.
erriam ebster Dictionary, 2000, erriam
Springfield, a erriam ebster Inc.
ebster’s Collegiate Dictionary
Thesaurus.
inichiello, ., Aroni, R., Timewell, E. and Alexander, ., 990, In Depth Interviewing:
Researching People, elbourne ongman Cheshire.
O’Brien, . ., 99 , Construction Change Orders. ew ork
cGraw
ill.
O’ eary, A. F., 992, Construction Administration in Architectural Practice.
cGraw ill.
ew ork
Olomolaiye, . O., rice, A. D. F., and ahab, . A., 9 , Problems Influencing
Craftsmen’s Productivity in Nigeria. Build Environment, 22(4),
2 .
Othman, A. A. E., assan, T. . and asquire, C. ., 2004, Drivers for Dynamic Brief
Development in Construction. Engineering, Construction and Architectural anagement,
24 25 .
(4),
Othman, A.A.E., assan, T. ., and asquire, C. ., 2005, Analysis of Factors that Drive
Brief Development in Construction. Engineering, Construction and Architectural anagement,
2( ) 9 .
arfitt, . . and Sanvido, . E., 99 , Checklist of Critical Success Factors for Building
Projects, ournal of anagement in Engineering, 9 ( ), 24 249.
atton, . ., 2002, Qualitative Research and Evaluation Methods. ondon SAGE
ublications td.
I, 2000, A: Guide to the Project Management Body of Knowledge (PMBOK® Guide),
roject anagement Institute, ewtown Square, ennsylvania, SA.
unch . F., 99 , Introduction to Social Research: Quantitative and Qualitative
Approaches. ondon SAGE ublications td.
Shash, A. A., 99 , Factors Considered in Tendering Decisions by Top UK Contractors.
52
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anagement and Economics,
(2),
.
Shen, . ., 999, Risk Management, In Best, R. and alence, G. D. Building in alue re
Design Issues, ew ork ohn iley Sons Inc.
Smith, . and yatt, R., 99 , Criteria for Strategic Decision aking at The re Briefing
Stage, In ughes, . (ed.). Proceedings of the 14th Annual Conference of the Association of
Research in Construction Management (ARCOM), Reading University, Reading, 9
September 99 , 2, 00 09.
Stocks, S. . and Singh, A., 999, Studies on the Impact of Functional Analysis Concept
Design on Reduction in Change Orders. Journal of Construction Management and Economics,
, 25 2 .
Tenah, . A., 9 5, The Construction Management Process. irginia Reston ublishing
Company.
alence, G. D., 999, Project Initiation. In Best, R. and alence, G. D. Building in alue
re Design Issues. ew ork ohn iley Sons Inc.
aimi, A. ., 99 , Non-Excusable Delay in Construction, h.D. Thesis, oughborough
niversity, oughborough,
.
5
54
hole project life not considered
ack of consideration of environmental requirements
ack of functional, aesthetic, safety requirements and constructability
roject users appear at later stages
pgrade project facilities
sers exaggerate their needs
ack of presentation and visualisation of design
government authorities and design firms over planning and approvals
ack o f communication and co ordination between
nclear and incomplete project brief
ack of understanding of the client organisations
ack of design experience
ack of understanding different users' culture and tradition
nforeseen conditions
roject users are not involved in the briefing process
ack of regulatory up dating
eeting new technology changes
ack of information provision
aterials are no longer available in market and use better substitute materials
Brief information is still being given during later design and construction stages
ncoordinated and incorrect construction documents
Stakeholders change project requirements and have second thought at later stages
Project Team Members
Development Originator
Value Source to Client
End ser
Client Organisation
Funding Body
End ser
Client Organisation
Funding Body
Client Organisation
Risk Source to Client
Table 2Originators of Brief Development, alue Sources and Risk Sources to the roject from the Client's erspective
Funding Body
Govern. Authority
Supplier
Constructor
Design Firm
Govern. Authority
Supplier
Constructor
Design Firm
Govern. Authority
Supplier
Constructor
Design Firm
End ser
DYNAMIC BRIEF DEVELOPMENT FOR BETTER
CONSTRUCTION BRIEFING
Ayman A. E. Othman1, Tarek M. Hassan2, Christine L. Pasquire 3
Department of Social Services and Commercial Buildings,
Abu Dhabi, nited Arab Emirates.
E mail aothman emirates.net.ae
2,
Department of Civil and Building Engineering,
oughborough niversity, oughborough,
.
E mails T. assan lboro.ac.uk C. . asquire lboro.ac.uk
ABSTRACT: imitations of the current briefing process to achieve client satisfaction are attributed
to confining the development of the project brief to a certain stage. This perspective hinders the
interaction between the client and the designer since clients' ideas develop and mature as the
design alternatives unfold. In addition, it inhibits the incorporation of the influences that may affect
the project brief. In spite of the impact of change orders on project’s cost, time and quality,
literature review and case studies showed that clients used change orders to achieve their
expectations and enhance the performance of their projects. The concept of Dynamic Brief
Development (DBD) is introduced as an approach to overcome the limitations of the current
briefing process. ithin this paper, revision of the current briefing theories is presented, the need,
aims, principles and milestones of the DBD are explained and the case study sampling is described.
Keywords : Brief, Change orders, Client satisfaction, Dynamic Brief Development.
1. INTRODUCTION
The increasing recognition of the role played by clients as the core of the construction process and the
driving force for improvement necessitated the importance of achieving their satisfaction ( atham, 994
Egan, 99
amara et al., 2000). This could be achieved by translating the client needs into a design
that specifies technical characteristics, functional performance criteria and quality standards and by
completing the project within a specified time and in the most cost effective manner (Bowen et al.,
999). Clients are most likely to be satisfied when the final product matches or exceeds their
expectations (Ahmed and angari, 995). Because of its vital role in eliciting and communicating
clients’ requirements to the design and construction teams, the briefing process represents a cornerstone
for achieving client satisfaction. In addition, an effective client briefing is crucial to the attainment of client
objectives with respect to time, cost and quality, where inadequate briefing was highlighted as a key
source of client dissatisfaction ( atham, 994). Furthermore, the inefficiency of the briefing process was
defined as the reason why buildings have been wasteful of resources or defective in use ( enks, 9 ).
According to elly et al. ( 992) the most critical factors in determining client satisfaction with a building
project are the concept brief and the selection of the project team who will design and construct the
building. Smith et al. ( 99 ) stated that the briefing process has to be flexible, well organised, and
responsive to client’s needs and requirements to provide more effective, efficient, innovative and better
solutions.
Formal observations, literature review, analysis of
case studies, documentary data and
unstructured interviews with projects' architects undertaken by the author showed that very few
55
buildings finished on time or at the right cost and clients often criticise the fact that the finished buildings
were not what they expected (Othman et al., 2004). This view was emphasised by others such as
Barrett and Stanley ( 999) and amara, ( 999). In addition, there is widespread dissatisfaction within
the clients’ community with the extent to which the construction industry delivers facilities that fully meet
their requirements or provides appropriate buildings for its clients (Smith et al., 99 ). Furthermore, it
was articulated that clients used change orders to achieve their emerging requirements and adapt to the
influential internal and external brief development drivers, such as exploiting new business opportunities
and installing an improved technological system was not available during the brief and design stages
(Burati et al., 992 Gardiner and Simmons, 992 ansen, 994 Chapman, 99 O'Brien, 99
I, 2000).
This is attributed to the limitations of the current briefing theories, which confine the development of
the project brief to a certain stage. This perspective obstructs the interaction and communication
between the client and the designer since client’s ideas develop and mature as the design alternatives
unfold. In addition, it inhibits the incorporation of the influential internal and external drivers that lead to
brief development (Othman et al., 2004). Because of the importance to overcome the limitations of the
current briefing theories and propose the appropriate approaches to enhance its performance as an
approach to achieve client satisfaction and enhance the performance of the construction industry, this
paper will review the current briefing theories and define their limitations, establish the principles of
dynamic brief development, and define its time frames. ithin this paper the case study sampling is
described.
2. METHODOLOGY
The aim and objectives outlined above called for a research strategy that could collect sufficient data to
identify the limitations of the current briefing process and perceive the presented concept of Dynamic
Brief Development (DBD). Two approaches were employed, namely literature review and case studies.
iterature review was used to review the current theories relating to brief development where case
studies were used to investigate the project history, the development of the project brief throughout the
project life cycle, and identify the drivers that lead to brief development (Othman et al., 2004).
iterature review resources were textbooks, professional journal and maga ines, conference and
seminar proceedings, dissertations and theses, organisations and government publications as well as
Internet and related websites. here the case studies were recently completed construction projects
and the information obtained was classified into two main types the first being project information (e.g.
project type, components, cost, duration, contract type and project quality). The second type
concerned the development of the project brief (e.g. development type, driver, stage, effects on time,
cost, quality and the steps adopted to manage brief development). articular attention was paid to
gathering information from the correspondence between the related parties, minutes of meetings, internal
memos, drawings and specifications. In addition, unstructured interviews were held with the projects’
architects to investigate the way in which the project brief was developed. By using more than one
source of evidence (project documentation, and the recollection of the projects’ architects) it was
possible to improve the validity of the collected data and increase background knowledge. In an effort
to ensure the reliability of the data, data collection and questioning concentrated on facts and events with
the support of subjective interpretations ( in, 9 9 ac herson et al., 99 ).
5
3. CASE STUDY SAMPLING
Selecting a representative and non biased sample of construction projects to investigate dynamic brief
development throughout the project life cycle was the aim of case study sampling. The survey was
undertaken in Abu Dhabi, nited Arab Emirates and information about distribution of the districts
surveyed was collected from the Department of Social Services and Commercial Buildings, AE. The
city was divided into
districts (DSSCB, 2000). Random number tables were used to select 45
districts, which represented 5 . 2 of the total. 0 districts were excluded because of the difficulty in
obtaining information about the projects due to national security matters. Buildings in each district were
counted up and each building was given a unique number to form a table of 900 buildings. A systematic
sample of
buildings ( 25) was used to select the case study sample of
buildings. The adopted
sampling methodology effectively covered the surveyed city, so the identified brief development drivers
and the Dynamic Brief Development concept were based on different projects constructed in different
districts, with different regulations, types, clients’ organisations, cost, time and quality, all of which
enhanced the reliability and validity of collected data.
4. CURRENT THEORY RELATING TO BRIEF DEVELOPMENT
Briefing in construction has become the focus of considerable attention in the post atham era both
within the research community and amongst industry professionals ( assanen and Bouchlaghem, 999).
The following section defines the terms used within this paper and presents the different approaches to
brief development throughout the project life cycle.
4.1 Definitions
The 'brief' is a formal document which is the medium for expressing or communicating the objectives
and needs of the client (Goodacre et al., 9 2 CIB, 99 ). The brief contains information for project
implementation and should include ( ) the background, purpose, content and desired outcomes of the
project (2) the functions of the intended facility and the relationship between them ( ) cost and time
target, (4) instructions on procurement and organisation of the project (5) site and environmental
conditions, safety, interested third parties and other factors which are likely to influence the design and
construction of the facility ( amara, 999). To 'develop' is defined as to unfold gradually, or in detail to
change from one state into another by modification, omission, or addition to a project document, design,
process, or method previously approved or accepted. 'Development' is defined as an unfolding, growth,
or progress ( ebster's Dictionary, 2000 Gardiner and Simmons, 992). Therefore for the purposes of
this paper, 'brief development' is defined as a detailed, gradual unfolding, growth, progress or change
either by modification, omission, or addition to the brief document contents that will affect the final
product and hence affect the achievement of the client objectives, needs and satisfaction. In addition,
drivers of brief development is defined as the drivers that lead to unfolding, growth, progress or
change of the project brief.
5
There appears to be a split in the approach to brief development. One approach considers the brief
as an entity in itself, which should be fro en after a critical period. Decisions tend to be taken as early as
possible, and briefing becomes a stage or stages in the design and construction process. The other
approach considers the brief as a live and dynamic document that develops iteratively from an initial
global brief in a series of stages. Briefing is deemed an ongoing activity that evolves during the design
process (Barrett et al., 99
amara, 999). This approach is emphasised by Barrett and Stanley
( 999) who defines the 'briefing process' as the process running throughout the construction project by
which means the client's requirements are progressively captured and translated into effect. These
schools are illustrated below
4.2 The RIBA Plan of Work
The Royal Institute of British Architects (RIBA) lan of ork states that the brief is developed in three
phases. In the first phase, the client establishes the need for the project. In the second phase, which is
the most effective if carried out after completion of feasibility studies and or option appraisals, the
strategic brief is developed from the initial statement to provide sufficient information for the consultants
to commence the design process. In the third phase the project brief is developed from the strategic
brief in parallel with the design process during the outline proposals and detailed proposal stages. The
project brief is fro en at the end of the detailed proposal stage (RIBA, 2000). The RIBA plan of work
emphasises the need to produce an early, explicit and detailed brief and then to work to it as closely as
possible (Barrett et al., 99 ).
4.3 The Generic Design and Construction Process Protocol (GDCPP)
The Generic Design and Construction rocess rotocol was funded by the Engineering and hysical
Science Research Council (E SRC) under the Innovative anufacturing Initiative (I I) and undertook
by the niversity of Salford and oughborough niversity,
with a leading number of industrial
partners. It is a common set of definitions, documentation and procedures that provide the basis for the
wide range of organisations involved in a construction project to work together seamlessly using
manufacturing experience as a reference. The protocol presents a map for the construction process
where the project brief is finalised at the production information stage and places a soft gate between
the production information stage and the construction stage. All solutions and various options and
requirements are fixed for construction with extending the process beyond the practical completion to
meet dynamic market conditions and improve the product through learned lessons and feedback
( agioglou et al., 99 ).
4.4 The Netherlands Approach
In the etherlands, the brief is seen as a process not an event. It is a process that not only starts early,
but also continues to inform all the technical work throughout the project. The brief is explicitly managed
to evolve through various stages in parallel with the technical information till specification stage and could
be extended through the construction stage. Continued interaction with the client is essential to this
process, the underlying principle is to make as few decisions as possible at each stage. This means
5
identify the critical decisions and leave flexibility on other issues for later consideration as more
information becomes available (Barrett and Stanley, 999).
4.5 Learning from Experience: Applying Systematic Feedback to improve the briefing process
in construction (Acronym: LEAF)
EAF is the title of two years research led by the niversity of Sheffield,
with the collaboration of
many partners. The theme of the project is the improvement of the client briefing and evaluation process
by systematising the gathering and application of feedback to improve the industry productivity and user
satisfaction. It states that the failure to learn from the accumulated wealth of experience from completed
construction projects is both costly and unproductive ( hiri and addon, 2000).
5 THE NEED AND AIMS OF THE DYNAMIC BRIEF DEVELOPMENT CONCEPT
The importance of the Dynamic Brief Development concept arises from two significant flaws in current
practice, which are discussed below.
5.1
Deficiencies of the current briefing process in achieving client satisfaction
The RIBA plan of work limits brief development to the detailed proposal stage. Barrett et al. ( 99 )
state that this approach has a number of problems. Clients' ideas develop as the possibilities of a design
unfold and a beneficial creative dialogue with the design team can occur. An insistence on adhering to a
detailed early brief will inhibit such a dialogue occurring. any clients are in a state of dynamic
development hence, their requirements may change during the course of the project. A static brief will
prevent these changes from being accommodated. Re gui et al. (200 ) state that clients prefer to
consider the briefing process as extended until almost the final stage of construction to ensure that the
final product meets and fulfils their requirements and objectives. On the other hand, consultants tend to
consider the briefing as a limited process with a well defined start and end to be able to claim fees for
any extra work. In spite of, the rocess rotocol and the etherlands approach fix all solutions, options
and requirements for construction and utilising learned lessons and feedback collected beyond the
practical completion stage, clients continue blaming the construction industry for providing facilities that
do not meet their expectations and fulfil their requirements.
5.2
Managing project change orders and adapting to the influential internal and
external drivers
ery few projects are implemented without any change to the original scope of work ( ansen, 994).
Change orders are an indicator of someone's failure to fulfil his or her functions in the construction
process. It is argued that no one benefits from change orders during the construction period. They are
generally disruptive of the orderly progress of the work and are usually an economic burden on both the
client and the contractor (O' eary, 992). Change orders are seen as a major cause of project delay
59
and a source of many disputes in today's construction industry, ( e her and Tawil, 99 Al halil and
Al Ghafly, 999 anna et al., 999). On the other hand, (O'Brien, 99
I, 2000) stated that
clients use change orders to achieve their emerging requirements and adapt to influential internal and
external drivers, such as exploiting new business opportunities and installing an improved technological
systems not available during the brief and design stages. Smith and yatt ( 99 ) state that external
forces may drive changes and clients respond to these forces by demanding more effective and efficient
design. (Chapman, 99 ) emphasises that effective clients are those who adapt and change in response
to their environment and markets. In addition, successful design practices are those who manage
changes successfully. As a result, the more influential the internal and external drivers, the greater the use
of change orders in particular during the construction and after practical completion stages. There is a
need to decide on how to react to these drivers for the benefit of the project. This decision process
should include the consideration of potential value and associated risk.
The inability of the current briefing process in achieving client satisfaction and adapting to influential
internal and external drivers for the benefit of the project as well as the need to manage project change
orders, dictate the need for Dynamic Brief Development. This concept will ( ) enable clients achieve
their expectations, (2) facilitate an innovative response to the drivers that lead to brief development, and
( ) manage project change orders effectively.
6 PRINCIPLES BEHIND THE CONCEPT OF DYNAMIC BRIEF DEVELOPMENT
The following principles of the Dynamic Briefing Development concept have been identified within this
research and represent the basis to facilitate the achievement of the concept aims.
( ) The briefing process has to be deemed an ongoing process extending throughout the project
life cycle responding in an innovative manner to emerging client requirements, meeting user needs,
coping with regulatory changes, exploiting business opportunities, adapting to technology
improvement, adding more value, and managing associated risks. This flexible approach will
contribute to the achievement of client expectations, adapt to the influential internal and external
drivers for the benefit of the project and hence avoid the consequences of change orders as a result
of not considering these drivers.
(2) The project brief has to be considered as a live document, which needs to be continually
developed throughout the project life cycle.
( ) Feed back to the client organisation as well as the design and construction team of the lessons
learned and comments from the facilities management team and end users will enhance the
performance of the briefing process in future projects.
(4) A system to manage the brief developing drivers is required. This system must respond to
these drivers in a way that adds value and eliminates associated risk in an endeavour to achieve
client satisfaction and manage project change orders.
Figure ( ) and Figure (2) show the concept of Dynamic Brief Development and the milestones for
evaluating the brief development respectively.
7. TIME FRAME / PROCESS STAGES
According to the RIBA lan of
ork, the work stages into which the process of designing building
0
projects and administrating building contracts is divided into three main stages, namely feasibility, pre
construction period and construction period (RIBA, 2000). The Dynamic Brief Development Concept
identifies five milestones to evaluate brief development throughout the project life cycle. The rationale
behind selecting these milestones is attributed to the following
Milestone (1) comes at the end of one of the most important stages, the feasibility stage, where the
client requirements are identified, studies that enable the client decide whether to proceed and select the
probable procurement method are prepared and the strategic brief is identified. Evaluating the project
brief at this milestone represents the basis to compare subsequent developed versions.
Milestone (2) evaluates the brief development at the end of the detailed proposals stage where the
information becomes more concrete and the pace of change is reduced as the detailed proposals are
prepared. This milestone should reflect the influence of internal and external drivers on design since
clients' ideas develop as the design alternatives unfold.
Milestone (3) comes at the end of the tender action stage, which represents the end of the pre
construction period and the beginning of the construction period, and potential contractors and or
specialists for the construction of the project are identified and evaluated. In addition, tenders are
obtained, appraised and recommendations are submitted to client. Evaluating brief development takes a
particular importance because the cost of change or modification after this stage is expensive.
Milestone (4) This milestone evaluates the brief development at the end of the construction to practical
completion stage. Implications of the drivers that affected the project brief during construction in terms
of cost, time and quality should be reflected in the developed brief. Case studies show that the
construction stage represents the stage that witnesses most development of the project brief. This can
be attributed to the industry’s fragmented nature, long investment term, risk exposure, time
consumption, and myriad other internal and external influences.
Milestone (5) comes at the practical completion stage where the final inspections and settlement of the
final account occur. Evaluating brief development at this milestone provides the client organisation,
design team and construction professionals with learned lessons and feedback from the end users and
facilities management team which play an important role in improving the briefing process for future
projects.
8. SUMMARY OF FINDINGS AND CONCLUSION
Achieving client satisfaction implies that the final product should match or exceed client expectations and
reflect his her requirements. Since changing the project brief has impacts on the project cost, time and
quality, the current briefing theories confine the development of the project brief to certain stages. In
spite of these impacts, literature review and case studies showed that changing the project brief enables
clients to achieve their expectations and enhance the performance of their projects. The failure of the
current briefing theories to achieve client satisfaction, coupled with the need to manage project change
orders effectively, and the desire to adapt to the influential brief development drivers, dictates the need
to adopt the concept of Dynamic Brief Development with its four underlying principles. First, the briefing
process has to be deemed as an ongoing process extending throughout the project life cycle. Second,
the project brief has to be considered as a live document continually developing and adapting in an
innovative manner to the influential brief development drivers. Third, feeding back the client organisation
and the design and construction teams with the lessons learned and comments of the facilities
management team and end users will enhance the performance of the briefing process in future projects.
Finally, a system to manage the drivers of brief development has to be set out as early as possible. 5
milestones for evaluating brief development throughout the project life cycle were identified and the
rationale behind them was explained.
9. REFERENCES
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Industry, Journal of Management in Engineering , ASCE, (2),
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halil, . I. and Al Ghafly, . A., 999, Important Causes of Delay in ublic tility
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4
5
Strategi
c
Brief
Figure (2)
The Dynamic Brief Development Concept
_______
_______
Figure ( )
Developed
Brief
Developed
Brief
Strategic Briefing
Final roposals
ilestone 2
re Construction
roduction Information
Detailed roposals
Outline roposals
ilestone
Tender Documentation
eriod
Brief Development Evaluation
Feasibility
Appraisal
Pre - Construction Period
Completion
ilestone 4
Construction to ractical
After ractical
eriod
ilestone 5
obilisation
ilestone
Tender Action
_______
Developed
Brief
ilestones against Revised RIBA lan of
Construction
Completion
ork
After
Practical
Completion

Value and Risk Management in construction - cpas --

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