Download Managing the brief for better design by Alastair Blyth, John Worthington PDF

By Alastair Blyth, John Worthington

Foreword. creation. half 1: Briefing defined 1. the character of Briefing 2. Articulating the Briefing approach three. opting for wishes four. Reflecting on development and alter five. speaking expectancies 6. studying from event 7. dealing with the method half 2: studying from event eight. views on Briefing 8.1. Briefing for a Portfolio 8.2. Briefing for non-stop development 8.3. Briefing via Visualisation 8.4. Briefing for Adaptability 8.5. Briefing with Innovation in brain 8.6. Briefing for the longer term 8.7. Briefing for the altering office 8.8. Briefing for the worldwide employer 8.9. Briefing via layout nine. version Briefs - city short. Strategic short. practical short. Fit-Out short. Operational short half three: the method in perform 10. approach Primer eleven. layout short administration. extra studying

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The danger with any iterative process is that a decision is never reached, or that the mist of ideas and information never seem clear. This often happens when objectives are unclear or seemingly clear but ambiguous, and when there is a poor decision-making strategy. 3). The corporate decision-makers are more concerned with the strategic decisions affecting the business such as whether to build and where. Departmental managers and individual managers operate at a more tactical level, whilst the individual looks for maximum freedom of choice without influencing his neighbours’ quality of environment.

Source: DEGW. 12 Briefing explained 3. 4. 5. 6. (see Chapter 7). e. it looks back on itself as feedback is generated, and looks forward as feedback is used to inform future decisions. Understanding underlying agendas: Property need arises for a host of reasons (see Chapter 3). Sometimes a set of personal or corporate agendas masquerade as real need whether it is why the building is necessary at all or a corporate view about how individuals may use it which is at odds with the reality. A sharp focus on need will lead to a project solution attuned to the organisation and the way that it works today and may work in the future.

However, by using consultants who will be delivering the subsequent project, clients may be concerned about a vested interest in adopting a construction option. To ensure the widest range of options are considered, consultants for the pre-project briefing stage should be independently appointed. Briefing is a collaborative process between the various parts of the client body, advisers, users and design team. These roles represent different interests in the outcome of the project. The key role is that of the project champion who should ‘take ownership’ of the project, lead the briefing process and have authority and responsibility to make decisions.

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