Briefing your architect.
Salisbury, Frank B.
Briefing your architect. Book - Ed.2 - Oxford,Amsterdam,New York etc Architectural Press 2000 - xii,207p.
Contents Introduction ix Acknowledgements Chapter 1 Preliminary and prebriefing steps 1.1 Setting the scene 1.2 Fundamental points to consider 1.3 Appraisals - getting better acquainted with a building 1.3.1 Appraisal of existing buildings 1.3.2 Appraisals for the home owner seeking to extend 1.4 Site selection and appraisal 1.5 Who will help? 1.5.1 Engaging consulants 1.5.2 Procurement of professional services 1.5.3 Professional fees 1.6 Making speedy progress 1.7 Summary Chapter 2 Who are the people involved? 2.1 Clients and others who contribute to the client fund ion 2.2 Consultants 2.2.1 Those who provide professional services 2.2.2 Information about practices - directories 2.2.3 Collaboration and interdisciplinary working 2.2.4 Multi-disciplinary practices 2.3 Contractors 2.4 Contracting firms 2.5 The stage is set - or is it? 2.6 Legislating and safeguarding organizations 2.6.1 Statutory authorities 2.6.2 Health and Safety Regulations 2.6.3 Amenity groups 2.7 Obtaining professional advice and services 2.8 Selecting a firm or practitioner from a shortlist of choices 2.9 Commissioning and agreeing Ices to be paid 2.10 Summary Chapter 3 The brief in its context 3.1 The relationship between briefing and designing 3.2 Gradually compiling a brief 3.3 Completion of the brief before designers arc appointed 3.4 Relationship of the brief to the remaining work stages 3.5 Development of the brief 3.6 The RIBA Plan of Work - how to make use of it 3.6.1 Method 1 3.6.2 Method 2 3.6.3 Example of the usefulness of the RIBA Plan of Work when quoting estimates of cost during the development of a project Chapter 4 Creating a healthy working relationship 4.1 Initial steps 4.1.1 For all clients 4.1.2 For large client organizations 4.1.3 For architects 4.2 After the preliminary meetings 4.3 Attributes of those involved in briefing 4.3.1 The client's briefing officer 4.3.2 The individual client - his task and essential attitude Chapter 5 What each party is responsible for 5.1 The client's responsibilities and essential tasks 5.1.1 Identifying a need 5.1.2 Commissioning 5.1.3 Providing the brief 5.1.4 Delegating part of the client's tasks 5.2 The architect's responsibilities 5.2.1 Initial advice 5.2.2 Accepting the commission 5.2.3 Involvement in briefing- 5.2.4 Designing 5.2.5 Overall responsibilities 5.3 A joint approach to responsibility 5.3.1 The need for contingency plans 5.3.2 A word of warning 5.4 The legal position 5.4.1 The client's position in law 5.4.2 The architect's position in law 5.5 Specialist consultants 5.5.1 The structural engineer 5.5.2 The quantity surveyor 5.5.3 The environmental engineer 5.5.4 The planning supervisor Chapter 6 How to organize and manage briefing 6.1 Setting up an effective organization for smooth working 6.2 Setting up a timetable of operations 6.3 A checklist for use by the client when getting organized for briefing 6.3.1 Setting up the design team 6.3.2 Organizing the client group 6.3.3 Developing an understanding with the design team about staff groupings and systems of working 6.3.4 Setting up lines of communication 6.3.5 Setting up a means of collecting and recording data affecting the building and its site 6.3.6 Providing for effective overall management of (he project 6.3.7 Checking on any previous actions about the site, building and policy decisions 6.3.8 Utilizing formal and informal working me! hods 6.3.9 Preparing a project timetable 6.4 The main functional elements of client and design teams 6.5 Overriding activities for the client 6.6 Management of the project 6.6.1 Deciding who can adopt the role of project manager 6.6.2 Strategies for project management Chapter 7 The process of briefing 7.1 The parts of the brief- basic requirements for a building 7.2 General sequence of activities 7.3 The process of briefing - what actually happens 7.3.1 The briefing process (stage A): inception 7.3.2 The briefing process (stage B): testing the feasibility of the project and site 7.3.3 The briefing process (stage C): whilst the outline sketch designs are produced 7.3.4 The briefing process (stage D): completing the brief and achieving the scheme design 7.4 The building study visit by client and designers 7.4.1 Planning the study visit 7.4.2 What to do during the study visit 7.4.3 A scenario 7.5 A list of some typical activities 7.6 Reading and interpreting architects' drawings 7.7 Decision making for the client during the design phases 7.7.1 (.hoosing between constraining factors in the brief 7.7.2 Avoiding some of the late adjusltuents to the brief during the scheme design phase Chapter 8 The form and composition of the brief 8.1 The form and composition of the brief- a checklist 8.1.1 Part 1: Pur-pose and policy 8.1.2 Part 2: Operational factors 8.1.3 Part 3: Design requirements Chapter 9 Some commonly used techniques and aids to briefing 9.1Choosing a strategy 9.1.1Some factors influencing the choice of a strategy 9.1.2Other factors influencing the choice of a strategy 9.2Some common techniques in general use 9.2.1Checklists 9.2.2Questionnaires 9.2.3 Cost planning 9.2.4Briefing conferences 9.2.5Design sessions 9.2.6Computing Appendices A Property condition survey forms B Bibliography C Addresses of professional bodies Index
0750636424
720.23 / SAL
Briefing your architect. Book - Ed.2 - Oxford,Amsterdam,New York etc Architectural Press 2000 - xii,207p.
Contents Introduction ix Acknowledgements Chapter 1 Preliminary and prebriefing steps 1.1 Setting the scene 1.2 Fundamental points to consider 1.3 Appraisals - getting better acquainted with a building 1.3.1 Appraisal of existing buildings 1.3.2 Appraisals for the home owner seeking to extend 1.4 Site selection and appraisal 1.5 Who will help? 1.5.1 Engaging consulants 1.5.2 Procurement of professional services 1.5.3 Professional fees 1.6 Making speedy progress 1.7 Summary Chapter 2 Who are the people involved? 2.1 Clients and others who contribute to the client fund ion 2.2 Consultants 2.2.1 Those who provide professional services 2.2.2 Information about practices - directories 2.2.3 Collaboration and interdisciplinary working 2.2.4 Multi-disciplinary practices 2.3 Contractors 2.4 Contracting firms 2.5 The stage is set - or is it? 2.6 Legislating and safeguarding organizations 2.6.1 Statutory authorities 2.6.2 Health and Safety Regulations 2.6.3 Amenity groups 2.7 Obtaining professional advice and services 2.8 Selecting a firm or practitioner from a shortlist of choices 2.9 Commissioning and agreeing Ices to be paid 2.10 Summary Chapter 3 The brief in its context 3.1 The relationship between briefing and designing 3.2 Gradually compiling a brief 3.3 Completion of the brief before designers arc appointed 3.4 Relationship of the brief to the remaining work stages 3.5 Development of the brief 3.6 The RIBA Plan of Work - how to make use of it 3.6.1 Method 1 3.6.2 Method 2 3.6.3 Example of the usefulness of the RIBA Plan of Work when quoting estimates of cost during the development of a project Chapter 4 Creating a healthy working relationship 4.1 Initial steps 4.1.1 For all clients 4.1.2 For large client organizations 4.1.3 For architects 4.2 After the preliminary meetings 4.3 Attributes of those involved in briefing 4.3.1 The client's briefing officer 4.3.2 The individual client - his task and essential attitude Chapter 5 What each party is responsible for 5.1 The client's responsibilities and essential tasks 5.1.1 Identifying a need 5.1.2 Commissioning 5.1.3 Providing the brief 5.1.4 Delegating part of the client's tasks 5.2 The architect's responsibilities 5.2.1 Initial advice 5.2.2 Accepting the commission 5.2.3 Involvement in briefing- 5.2.4 Designing 5.2.5 Overall responsibilities 5.3 A joint approach to responsibility 5.3.1 The need for contingency plans 5.3.2 A word of warning 5.4 The legal position 5.4.1 The client's position in law 5.4.2 The architect's position in law 5.5 Specialist consultants 5.5.1 The structural engineer 5.5.2 The quantity surveyor 5.5.3 The environmental engineer 5.5.4 The planning supervisor Chapter 6 How to organize and manage briefing 6.1 Setting up an effective organization for smooth working 6.2 Setting up a timetable of operations 6.3 A checklist for use by the client when getting organized for briefing 6.3.1 Setting up the design team 6.3.2 Organizing the client group 6.3.3 Developing an understanding with the design team about staff groupings and systems of working 6.3.4 Setting up lines of communication 6.3.5 Setting up a means of collecting and recording data affecting the building and its site 6.3.6 Providing for effective overall management of (he project 6.3.7 Checking on any previous actions about the site, building and policy decisions 6.3.8 Utilizing formal and informal working me! hods 6.3.9 Preparing a project timetable 6.4 The main functional elements of client and design teams 6.5 Overriding activities for the client 6.6 Management of the project 6.6.1 Deciding who can adopt the role of project manager 6.6.2 Strategies for project management Chapter 7 The process of briefing 7.1 The parts of the brief- basic requirements for a building 7.2 General sequence of activities 7.3 The process of briefing - what actually happens 7.3.1 The briefing process (stage A): inception 7.3.2 The briefing process (stage B): testing the feasibility of the project and site 7.3.3 The briefing process (stage C): whilst the outline sketch designs are produced 7.3.4 The briefing process (stage D): completing the brief and achieving the scheme design 7.4 The building study visit by client and designers 7.4.1 Planning the study visit 7.4.2 What to do during the study visit 7.4.3 A scenario 7.5 A list of some typical activities 7.6 Reading and interpreting architects' drawings 7.7 Decision making for the client during the design phases 7.7.1 (.hoosing between constraining factors in the brief 7.7.2 Avoiding some of the late adjusltuents to the brief during the scheme design phase Chapter 8 The form and composition of the brief 8.1 The form and composition of the brief- a checklist 8.1.1 Part 1: Pur-pose and policy 8.1.2 Part 2: Operational factors 8.1.3 Part 3: Design requirements Chapter 9 Some commonly used techniques and aids to briefing 9.1Choosing a strategy 9.1.1Some factors influencing the choice of a strategy 9.1.2Other factors influencing the choice of a strategy 9.2Some common techniques in general use 9.2.1Checklists 9.2.2Questionnaires 9.2.3 Cost planning 9.2.4Briefing conferences 9.2.5Design sessions 9.2.6Computing Appendices A Property condition survey forms B Bibliography C Addresses of professional bodies Index
0750636424
720.23 / SAL