1. Workshop Activity 1
(in groups – 4 students in each) – 15 minutes
Develop a working definition for the term “procurement”

2. Procurement – Definitions
‘The act of obtaining by care or effort, acquiring or bringing about’ (OED)
The acquisition of new buildings or space within buildings either by directly buying, renting, leasing or by designing and building a facility to meet a specific need’ (Mohsini and Davidson (1989)
Procurement of a construction project - is getting the project built by making decisions on a variety of issues based on project needs.
Procurement is a strategy to satisfy clients’ development and/or operational needs with respect to the provision of constructed facilities for a discrete life-cycle (Lenard and Mohsini (1998)

3. Procurement is a framework within which construction is brought about, acquired or obtained through the choice of the most appropriate procurement strategy (CIB W92 – 1991, Sharif and Morledge, 1996)
Procurement system is the organisational structure adopted by the client for the implementation (or even operation) of a project.
Building procurement can be defined as the careful appraisal of the client’s needs, and identifying and acquiring the necessary external resources needed to carry out the whole or part of a construction project and their integration with the internal resources of the client

4. Workshop Activity 2
(work in groups of 4) – 15 minutes
Identify main types of construction clients and provide three (3) examples under each category that may need the services of a built environment organisation to deliver its projects

6. Workshop Activity 3
(work in groups – 4 students in each) – 15 minutes
Consider a mini case study project and prepare a list of points that you (client) would wish to raise on behalf of your organisation involved in the briefing process

7. Client’s role in the briefing process is very crucial to the success of the project since a couple of decades
“Briefing is the most important contribution the client can make to the building project. It is as creative as anything the Architect or any other Designer do” (Salisbury, 1990)
Document called ‘Briefing the Team’ by Construction Industry Board divided the overall briefing process into following key stages:
Getting started
Defining the project
Assembling the team
Designing and constructing
Completion and evaluation

10. Strategic briefing process
A clear statement of needs
Client’s value proposition
Client’s rationale for the project
Needs and wants of the client
Establish and prioritise the objectives to be met by the project
Can the client spend more time/money during pre-construction to overcome/limit the problems faced during construction
Speed of building
Expected quality
Involvement with/concern for environmental/social/economic benefits of project
Development of Business Case
Formulate a definitive detailed business case (prepared on whole-life cost basis) to explore:
payback from the project in terms of both capital investment and overall value for money
strategic fit of the project
available options
achievability of the project
the economic feasibility through formulation of the business case
Identify and evaluate risk/unexpected problems
Strategic brief

11. Strategic brief The client's mission, objectives and vision
Possible drivers for future changes
Other stakeholders and their needs
The required time,cost, quality of the project and design quality indicators
Benchmarking projects
Functional requirements
Overall sizes, adjacencies of spaces, ceiling heights and other known spatial requirements
Internal environmental conditions
Technical requirements described in sufficient detail to allow feasibility studies to be carried out (such as broad servicing requirements)
Client’s experience in construction (required contribution of the contractor’s experience during design, experience of the designers, any specialised construction needed)
The flexibility that a client has on selection of a procurement system

12. Strategic brief
Transparency requirements (bound by government/EU rules etc.)
Allocation of risks (Client’s desire to bear risk, balance between parties to the project, transfer it to another party, single point responsibility)
Project procedures, including any existing client procedures, frequency of progress reports, and so on
Targets for whole-life costs showing; initial costs, periodic costs, annual costs, income and disposal value
Durability, lifespan and maintenance requirements
Flexibility and future uses
Physical and operational constraints, such as site access issues
Planning constraints
Health and safety issues
Environmental standards
Programme and key milestones
The project budget
Conditions imposed by funding bodies

13. Project brief A description of the client Spatial requirements
Technical requirements
Project requirements and other issues:
Planning requirements
Outcome of any consultation processes
Budget
Programme and key milestones
Known risks

14. Types of construction risks
Examples
Physical works
Ground conditions, defective materials or workmanship.
Weather, site preparation
Inadequacy of labour, plant, material
Time and Finance
Delay and disputes
Possession of site
Late supply of information
Delay in execution of work
Delay outside both parties control
Layout disputes
Direction and Supervision
Poor communication, unclear requirements, changes to requirements
Mistakes in documents, defective design
Greed, incompetence, inefficiency, unreasonableness
Damage and injury to persons and property
Negligence or breach of warranty, uninsurable matters
Accidents, uninsurable risk
External Factors
Government policy – taxes, labour, safety or other laws
Planning approvals
Financial constraints
Cost or war or civil commotion
Malicious damage, intimidation, industrial disputes
Payment
Delays in settling claims and certifying
Delay in payment
Inflation
Law and Arbitration
Delay in resolving disputes, injustice
Cost of resolving disputes
Enforcement of decision
Changes to statute
New interpretations of common law