RIBA Plan of Work 2013.

RIBA Plan of Work 2013

The RIBA Plan of Work 2013: an overview
John Orrell DLA Design - Group Board Director Immediate past Chair RIBA Yorkshire RIBA Core Review Group P o W Member BIM4FM and BSI FM Committee FAME Conference 27th June 2014 Merchant Adventurers Hall John Orrell – Regional Chair for Yorkshire and a member of the RIBA Core Review Group for the Plan of Work 2013.

What are the key benefits? Why now? How was it developed? What is new? What does it mean for users? This presentation provides an overview of the RIBA Plan of Work 2013 for architects and other construction industry stakeholders. We’ve divided it into five sections, taking you through different aspects of the new plan and it will also provide you with references for further information.

This is one of my own favourite plans of work by Eva Jiricna (click) and whilst architect’s know that this is really what happens we need a slightly more structured plan for the whole construction industry. Design process diagram by Eva Jiricna – a Plan of Work?

What is the RIBA Plan of Work 2013?
“The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects into eight Work Stages” It is not a schedule of services document It is not intended to be contractual … but it does set the scene The plan of work has always been about organising the design process. What it not is a schedule of services document and it is not intended to be contractual. However, it does set the scene for any given project.

Landscape relating to the Plan of Work
Complex contract cartography Constantly changing This diagram illustrates the complex landscape of standards, appointment agreements, contracts, reference materials and codes of practice which may use the RIBA Plan of Work as a framework or reference point. This is a constantly changing landscape.

RIBA Plan of Work 2013: Key benefits
Fit for purpose for the construction industry in the 21st century to help deliver capital and operational efficiencies, carbon reductions and better briefing and outcomes More efficient design processes Suitable for all size and type of project Suitable for all procurement routes For use by the whole project team Simple Adaptable Online tool RIBA consultation has confirmed that many practices undertake significant amounts of straightforward and traditionally procured work, but at the same time the use of design and build and other procurement approaches continues to increase. The 2013 plan has been designed to be suitable for both simple and complex projects and can cover a range of procurement options. The language used has been carefully considered to ensure it is clear and jargon free. A major new initiative is the online version enabling practices to develop project or practice specific versions.

What are the key benefits? Why now? How was it developed? What is new? What does it mean for users? The RIBA Core Team has been working on the new plan since late 2011. Importantly it responds to the collaborative Project Team approach exemplified and supported by Government aspirations for all centrally procured projects to be delivered using Building Information Modelling by 2016.

The RIBA Plan of Work 2013: BIM Overlay May 2012
As a first stage and conceived as very much an interim document we published the BIM Overlay to the RIBA Outline Plan of Work in May last year which I hope you all found useful.

RIBA Plan of Work: History
1963 Plan of Work for Design Team Operations 50 1967 revised 1973 revised 1998 revised 2007 revised 2013 new plan The RIBA Plan of Work has been the definitive model for building design and construction processes since its launch in 1963. It has always maintained its simplicity in stages and tasks. It has always been Non-contractual and has evolved over the years through fairly regular updates - the latest being in 2007. Generally speaking it has always focused on the activities of the design team. In those 50 years there has been no major review of the structure until now.

1963 And from the RIBA archive here is the original 1963 version.
I found out at the launch that this was written by George Grenfell-Baines, an architect whose interest in multi-disciplinary working led to the formation of BDP. I don’t know if anyone has this lurking at the back of their files somewhere but it is interesting to note that the original had a Part M. This was incorporated to analyse the management, construction and performance of the project.

RIBA Plan of Work: The Original
And from the RIBA archive here is the original 1963 version. I found out at the launch that this was written by George Grenfell-Baines, an architect whose interest in multi-disciplinary working led to the formation of BDP. I don’t know if anyone has this lurking at the back of their files somewhere but it is interesting to note that the original had a Part M. This was incorporated to analyse the management, construction and performance of the project.

RIBA Outline Plan of Work 2007
STRENGTHS Simplicity Stages A – D clearly understood WEAKNESSES Stages E and F loosely defined Traditional procurement bias Planning not embedded Soft landings/whole life cycle emphasis not included Performance specified work not covered The RIBA Outline Plan of Work 2007 is widely used and referenced throughout the construction industry. It’s strength’s are it’s simplicity – and certainly Stages A to D are clearly understood. It’s weaknesses however are also, in a way, it’s simplicity. Stages E and F are loosely defined. It has a traditional procurement bias and planning is not embedded. There is no Soft landings or an emphasis on the whole life cycle of the project. And performance specified work is not recognised.

RIBA Plan of Work: Why make changes?
To reflect the increasingly complex construction landscape including: UK Government Construction Strategy Changing procurement processes Need for earlier collaboration and project team assembly Importance of client briefing Importance of handover and post occupancy work Increasing use of information management including BIM Complexity of design stages including specialist subcontractor design approach to town planning Why change the RIBA Plan of Work? The new plan considers different Procurement Options, Design Responsibility and at what stage in the design process Planning Applications are made. The major conceptual shift in the new plan is from a focus on the Design Team to the Project Team which includes clients and contractors. It responds to the UK Government Construction Strategy and changing procurement processes. The need for earlier collaboration and project team assembly. The importance of client briefing; of handover and post occupancy work. The increasing use of information management including BIM. The complexity of design stages including specialist subcontractor design and changes in approach to town planning.

What are the key benefits? Why now? How was it developed? What is new? What does it mean for users? So – How was it developed.

Green Overlay BIM Overlay RIBA members consultation Continuing dialogue with construction industry UK Government Digital Plan of Work CPD & further Industry Engagement May Aug Oct 2012 2013 2014 Feb 21 May In late 2011 the RIBA Core Review Group for the Plan of Work was established. We already had the Green Overlay to the plan developed by Bill Gething and his team and in May 2012 we published the BIM Overlay to the plan. During the summer of 2012 consultation took place with RIBA members and in Autumn 2012 the developing plan received RIBA Council in principal approval. Dialogue continued with external stakeholders & other professional institutes including CIC & Cabinet Office through the winter of 2012 to 2013. Earlier this year detailed guidance and online versions of the plan were finalised and tested. And here we are in May 2013 and the plan was officially launched on Tuesday 21st May. The phrase we seem to be using is that this is the “end of the beginning” and there will be more industry engagement and an on-going plan for CPD.

What are the key benefits? Why now? How was it developed? What is new? What does it mean for users? What is new?

RIBA Plan of Work 2013: core components
Eight Stages & Eight Task Bars Simplicity retained, Flexibility added Maps to Government’s Digital Plan of Work New topics included Defined terms & project strategies The key changes are: Eight Work Stages & Eight Task Bars now in a horizontal format. The simplicity is retained but flexibility has been added. The plan maps to the Government’s Digital Plan of Work. New topics are included. And the new plan defines terms & project strategies.

RIBA Plan of Work 2013: Eight Task Bars
Each task bar is either: Eight Task Bars Fixed or Variable or Switchable It recognises that many aspects of construction projects vary from project to project. The Task Bars have been introduced to allow flexibility and to enable customised versions of the Plan of Work to be produced to suit specific project or practice requirements. [Click] The Core Objectives, Key Support Tasks and Information Exchanges are fixed and applicable to every project. [Click] The Procurement, Programme and Planning task bars are variable and can be customised to suit the particular procurement method being used, creating flexibility to adjust the timing of planning applications, tendering activities and to allow overlapping of stages if required. [Click] The Sustainability Checkpoints and UK Government Information Exchanges, or Gateway task bars are switchable and can be turned on or off depending on client requirements.

RIBA Plan of Work 2013 includes:
Procurement options Design Responsibility Planning Application options Design Team to Project Team Whole Life / Sustainability Intelligent Briefing / Project Outcomes Soft Landings / Project Handover Information Exchanges Health & Safety The new plan allows you to define the procurement route for the project. It allows you to allocate and define Design Responsibilities. The plan introduces the ability to determine when Planning Applications will be submitted. It promotes a shift from Design Team to Project Team including clients and contractors. It allows the consideration of Whole Life cycle issues and includes Sustainability check points. The plan actively promotes Intelligent Briefing and the feedback of Project Outcomes to help inform the next project. It includes the potential to include BISRIA’s Soft Landings in the programme as part of the Project Handover. The Government’s Information Exchanges are included and the plan encompasses CDM/ Health & Safety considerations.

RIBA Plan of Work 2013: Mapping
There are five main strategic changes in the RIBA Plan of Work 2013: The creation of a new Stage 0 (Strategic Definition) underlines the need to strategically appraise and define a project prior to developing an Initial Project Brief. Stage 3 (Developed Design) maps broadly to the former stage D and part of stage E. The difference is that Developed Design will be co-ordinated and aligned with the Cost Information by the end of the stage. At the end of Stage 4, the consultant design work will be completed, although they may have to respond to Design Queries that arise from site during Stage 5. This stage also recognises the importance of design work undertaken by specialist subcontractors and/or suppliers employed by the contractor (Performance Specified Work in JCT contracts) and the need to define this work early in the process in the Design Responsibility Matrix. To allow the plan to be used with different procurement approaches, a procurement task bar replaces work stages G, H and J and sets out the key tendering and contract tasks occurring at each stage. Stage 7 (In Use) has been introduced to recognise that Post-occupancy Evaluation and other new duties can be undertaken during the In Use period of a building.

RIBA Plan of Work 2013: Stage 0 Core Objectives
Identify client’s Business Case and Strategic Brief and other core project requirements. So, if we now run through each work stage in more detail. Stage 0 is a new stage used to ensure that the client’s Business Case and the Strategic Brief have been properly considered before the Initial Project Brief is developed. The Strategic Brief may require a review of a number of sites or alternative options, such as extensions, refurbishment or new build. By asking the right questions, the consultants, in collaboration with the client, can properly define the scope for a project, and the preparation and briefing process can then begin.

Develop Project Objectives including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information. Stage 1, Preparation and Brief ensures that Stage 2 Concept Design is as productive as possible. This stage splits broadly into three categories: Developing the Initial Project Brief and Feasibility Studies. Developing the procurement and (town) planning strategies and the Project Programme. Assembling the project team and defining each party’s roles and responsibilities and the Information Exchanges. A project Risk Assessment is required. The development of the procurement strategy, Project Programme and in some instances, a (town) planning strategy are all part of this early risk analysis. The importance of properly establishing the project team cannot be underestimated, given the increasing use of technology.

Stage 1, Preparation and Brief ensures that Stage 2 Concept Design is as productive as possible. This stage splits broadly into three categories: Developing the Initial Project Brief and Feasibility Studies. Developing the procurement and (town) planning strategies and the Project Programme. Assembling the project team and defining each party’s roles and responsibilities and the Information Exchanges. A project Risk Assessment is required. The development of the procurement strategy, Project Programme and in some instances, a (town) planning strategy are all part of this early risk analysis. The importance of properly establishing the project team cannot be underestimated, given the increasing use of technology.

Built-in Camera Point Cloud Stage 1, Preparation and Brief ensures that Stage 2 Concept Design is as productive as possible. This stage splits broadly into three categories: Developing the Initial Project Brief and Feasibility Studies. Developing the procurement and (town) planning strategies and the Project Programme. Assembling the project team and defining each party’s roles and responsibilities and the Information Exchanges. A project Risk Assessment is required. The development of the procurement strategy, Project Programme and in some instances, a (town) planning strategy are all part of this early risk analysis. The importance of properly establishing the project team cannot be underestimated, given the increasing use of technology. Existing Building Laser Scanner

Stage 1, Preparation and Brief ensures that Stage 2 Concept Design is as productive as possible. This stage splits broadly into three categories: Developing the Initial Project Brief and Feasibility Studies. Developing the procurement and (town) planning strategies and the Project Programme. Assembling the project team and defining each party’s roles and responsibilities and the Information Exchanges. A project Risk Assessment is required. The development of the procurement strategy, Project Programme and in some instances, a (town) planning strategy are all part of this early risk analysis. The importance of properly establishing the project team cannot be underestimated, given the increasing use of technology.

Linking data. Excel spread-sheet from arboricultu.ralist – robo tree – into model

512 Trees in 33 minutes Populate the model.

Prepare Concept Design, including outline proposals for structural design, building services systems, outline specifications and preliminary Cost Information along with relevant Project Strategies in accordance with Design Programme. Agree alterations to brief and issue Final Project Brief. During Stage 2, the initial Concept Design is developed in line with the requirements of the Initial Project Brief. In parallel Project Strategies will need consideration. For example, the Sustainability Strategy is likely to be a fundamental component of the Concept Design, whereas a security strategy may have minimal or no impact and can be developed during a later stage. It is essential to revisit the brief during this stage and it should be updated and issued as the Final Project Brief as part of the Information Exchange at the end of Stage 2. In parallel with design activity, a number of other related tasks need to be progressed in response to the emerging design. These include a review of the Cost Information and Procurement Strategy, the development of a Construction Strategy, a Maintenance and Operational Strategy and a Health and Safety Strategy and the updating of the Project Execution Plan.

Example. Atrium or lightwell.

Op1: Detached Op2: Semi-Detached Op3: Terrace Op4: Block Example. Atrium or lightwell.

Prepare Developed Design, including coordinated and updated proposals for structural design, building services systems, outline specifications, Cost Information and Project Strategies in accordance with Design Programme. During this stage, the Concept Design is further developed and, crucially, the design work of the core designers is progressed until the spatial coordination exercises have been completed. By the end of Stage 3, the architectural, building services and structural engineering designs will all have been developed, and will have been checked by the lead designer. The design will be coordinated and the Cost Information aligned to the Project Budget. Project Strategies that were prepared during Stage 2 should be developed further to allow the client to sign them off once the lead designer has checked each strategy and verified that the Cost Information incorporates adequate allowances. Change Control Procedures should be implemented to ensure that any changes to the Concept Design are properly considered and signed off, regardless of how they are instigated.

Example. A federated model.

Architectural Structural Example. A federated model. MEP

Example. Structural and M & E coordination.

Example. External appearance – fit out.

Prepare Technical Design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist subcontractor design and specifications, in accordance with Design Programme. The architectural, building services and structural engineering designs are now further refined to provide technical definition of the project and the design work of specialist subcontractors is developed and concluded. The Design Responsibility Matrix sets out how these key design interfaces will be managed. The level of design team work has been defined in the Design Responsibility Matrix and the Design Programme. Specialist subcontractors and suppliers undertaking design work will be able to progress. The lead designer and other designers, where required as part of their Schedule of Services, may have duties to review this design information and to ensure that specialist subcontractor design work is integrated with the coordinated design.

Example. External appearance – fit out. Auto take off from 3D (Vico). Example highlighting the insulated wall panel quantities in both model and schedule

Example. Steel fabricators model complete with connections. Generate all steelwork quantities from the Engineer’s Revit structural model. Westok beams highlighted.

Example. Construction sequencing tied to contractors programme.

Example. Steel fabricators model complete with connections.

Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise. During this stage, the building is constructed on site in accordance with the Construction Programme. Construction includes the erection of components that have been fabricated off site. The procurement strategy and/or the designer’s specific Schedule of Services will have set out the designer’s duties to respond to Design Queries from site generated in relation to the design, to carry out site inspections and to produce quality reports. The output of this stage is the ‘As-constructed’ Information.

Un-coordinated Services Optimised Design? Building Fresh Air! Main Feature Bridge link– Slender? During this stage, the building is constructed on site in accordance with the Construction Programme. Construction includes the erection of components that have been fabricated off site. The procurement strategy and/or the designer’s specific Schedule of Services will have set out the designer’s duties to respond to Design Queries from site generated in relation to the design, to carry out site inspections and to produce quality reports. The output of this stage is the ‘As-constructed’ Information.

During this stage, the building is constructed on site in accordance with the Construction Programme. Construction includes the erection of components that have been fabricated off site. The procurement strategy and/or the designer’s specific Schedule of Services will have set out the designer’s duties to respond to Design Queries from site generated in relation to the design, to carry out site inspections and to produce quality reports. The output of this stage is the ‘As-constructed’ Information.

Handover of building and conclusion of Building Contract. Inspection of defects as they are rectified. Production of certification required by the Building Contract. The project team’s priorities during this stage will be facilitating the successful handover of the building in line with the Project Programme and concluding all aspects of the Building Contract, including the inspection of defects as they are rectified or the production of certification required by the Building Contract. Other services may also be required during this period. These will be dictated by the project-specific Schedules of Services, which should be aligned with the procurement and Handover Strategies. Tasks in relation to the Handover Strategy can be wide-ranging and may include: attending Feedback workshops considering how any lessons learned might be applied on future projects undertaking formal Post-occupancy Evaluation that considers whether the desired Project Outcomes have been achieved undertaking tasks in relation to commissioning or ensuring the successful operation and management of the building.

The project team’s priorities during this stage will be facilitating the successful handover of the building in line with the Project Programme and concluding all aspects of the Building Contract, including the inspection of defects as they are rectified or the production of certification required by the Building Contract. Other services may also be required during this period. These will be dictated by the project-specific Schedules of Services, which should be aligned with the procurement and Handover Strategies. Tasks in relation to the Handover Strategy can be wide-ranging and may include: attending Feedback workshops considering how any lessons learned might be applied on future projects undertaking formal Post-occupancy Evaluation that considers whether the desired Project Outcomes have been achieved undertaking tasks in relation to commissioning or ensuring the successful operation and management of the building.

Undertake In Use services in accordance with Schedule of Services. Acknowledges the potential benefits of harnessing the project design information to assist with the successful operation and use of a building. Post Occupancy Evaluation – back to the new Stage 0. This is a new stage within the RIBA Plan of Work. It acknowledges the potential benefits of harnessing the project design information to assist with the successful operation and use of a building. Whilst it is likely that many of the handover duties will be completed during Stage 6, prior to conclusion of the Building Contract, certain activities may be required or necessary afterwards. These should be confirmed in the relevant Schedule of Services.

RIBA Plan of Work 2013: Procurement Task Bar
The new plan brings flexibility in defining what we have called “the 3 P’s”: Procurement, Programme and Town Planning. The Procurement Task Bar can be customised to reflect the chosen procurement route.

RIBA Plan of Work 2013: Procurement Options available when generating a practice or project specific Plan of Work Stage activities relating to procurement and tendering are adjusted to reflect the selected procurement method. At the moment the on-line plan allows you to choose: A traditional contract, one stage D & B, two stage D & B, a Management Contract, a Contractor-led contract or, if you don’t know at this stage, a “to be determined” contract.

RIBA Plan of Work 2013: Programme Task Bar
Similarly, the programme task bar can be customised to reflect where parallel or overlapping stage activities occur, depending upon a chosen procurement method.

RIBA Plan of Work 2013: Programme Options available when generating a practice or project specific Plan of Work Overlapping and parallel activities may occur in stages 3, 4 or 5.

RIBA Plan of Work 2013: (Town) Planning Task Bar
The new plan also offers flexibility around the timing of planning applications to reflect commercial realities.

RIBA Plan of Work 2013: Planning Options available when generating a practice or project specific Plan of Work Normally planning applications will be made at the end of Stage 3, but in some circumstances clients may wish planning applications to be made on the basis of Stage 2 information. The plan can accommodate this, but obviously, the client needs to be made aware of the inherent risks of such an approach.

RIBA Plan of Work 2013: The template
This template provides an overall summary of the RIBA Plan of Work 2013 in one diagram. This is the back page pull out of the Plan Overview so you can have a look at your leisure.

What are the key benefits? Why now? How was it developed? What is new? What does it mean for users?

RIBA Plan of Work 2013: how to use it
Template Online tool Customise a practice, or project, specific RIBA Plan of Work 2013 Free to use Available now Practice Project A small practice using predominantly traditional procurement may only need a single bespoke practice Plan of Work 2013. A practice which undertakes a range of different procurement approaches may alternatively choose to generate project specific versions of the Plan.

RIBA Plan of Work 2013: Building a continuous cycle of improvement
Start at the end Defining outcomes Making early decisions on handover strategy Using post occupancy evaluation Learning from completed projects Additional services provided in Stages 0 and 7 The new plan aspires to build a continuous cycle of improvement throughout the construction industry. The key points are: Start at the end – previous project outcomes informing an intelligent brief. Properly define project outcomes. Make early decisions on handover strategy. The use of post occupancy evaluation. And learn from completed projects. Finally additional services are now provided in Stages 0 and 7.

RIBA Plan of Work 2013: Supporting publications
RIBA Plan of Work 2013 Overview - free publication including: Glossary of terms Frequently Asked Questions Hard copy & pdf available via Guide to using the RIBA Plan of Work 2013 Assembling the Collaborative Project Team RIBA Job Book RIBA Agreements: alternative schedules of services Other documents will continue to be updated See for more information & offers RIBA Plan of Work 2013 is supported by a free publication including: Glossary of terms Frequently Asked Questions Hard copy & pdf’s are available via Guidance is also available on using the RIBA Plan of Work 2013. Assembling the Collaborative Project Team. The RIBA Job Book has been up dated and RIBA Agreements with alternative schedules of service’s. Other documents will continue to be updated so please keep an eye on for more information & offers.

RIBA Plan of Work 2013: What does it mean for users?
Fit for purpose for the construction industry in the 21st century to help deliver capital and operational efficiencies, carbon reductions and better briefing More efficient design processes Suitable for all size and type of project Suitable for all procurement routes For use by the whole project team Simple Adaptable Online tool In summary: The new RIBA 2013 plan is fit for purpose for the construction industry in the 21st century to help deliver capital and operational efficiencies, carbon reductions and better briefings. It promotes more efficient design processes. It can be used for all size and type of project. It allows you to define the relevant procurement route for your project. It is intended for use by the whole project team. It is simple, adaptable and available as an online tool.

RIBA Plan of Work 2013: Online Tool
And finally just a few of the queries we have commonly come across so far: The RIBA Plan of Work 2007 will remain available but will be phased out over time as the 2013 Plan gains wider usage. The RIBA supports a resource based approach to fee calculation and we suggest users consider how fees might be fairly and reasonably apportioned between the new stages. Fees for stages 0, 1 and 7 will generally be on a time charge basis: the proportion of fees charged for the remaining stages will be determined by project specific factors.

Thank you for listening Any questions?
I hope this briefing has been a useful introduction and many thanks for listening. Thank you for listening Any questions?

RIBA Plan of Work 2013.

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