ABSTRACT
Underlying the philosophy of this book is the belief that the business of a client organisation, the briefing for a design project, the conceptual design process and the remaining design and production processes cannot be regarded as separate, unrelated entities. The purpose of this chapter, then, is to provide client organisations with an overall outline of the entire design project management process from inception to post completion. It summarises what has been explained in more detail in earlier chapters, providing an overview of the overall project process context, and therefore draws the many aspects of the book together. It approaches the overview in a manner that ‘freezes’ and articulates the key stages within what is actually a fluid and seamless process. It achieves this by outlining the project process using the stages and terminology developed over many years by the Royal Institute of British Architects, but with interpretation and language from a client’s, rather than a designer’s perspective. The RIBA Plan of Work was originally published in 1964 to provide a model procedure for design team working and was produced in response to industry reports of the time noting the need for improved communications within the construction industry. It was substantially updated in 1998 to reflect changes in design and procurement practice, legislation and contemporary industry reports.1
