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Construction industry development in Tanzania
Published in Pantaleo D. Rwelamila, Abdul-Rashid Abdul-Aziz, Improving the Performance of Construction Industries for Developing Countries, 2020
N. G. Sospeter, Pantaleo D. Rwelamila
PMI (2013) describes designers as being those who prepare and modify designs, and the description of design includes drawings, design details, specifications and bill of quantities. A professional architect provides a design service for clients and strives to produce a design that meets the needs of the client. The architect as a designer has responsibility to interpret and develop the client’s brief during the various stages of the project. The designers can define the client’s requirements, identify constraints and advise in terms of feasibility studies and option appraisals (Mamiro & Haule, 2014). They can also arrange site investigations, establish the preferred solution, give advice on sustainability, manage health and safety issues, advise on material selection, provide space planning services, advise on furniture/equipment selection and prepare construction drawings and specifications. On the whole, architects need to establish effective communication with client as the way of understanding and interpreting client requirements. In some aspects, the architect is on the same leading team as a project manager whereby he/she coordinate and supervises the entire project. At project handover, the architect assists in ensuring that the works are complete and that the client’s needs have been met and will continue their involvement through the defects liability period and the final resolution of defects.
Design
Published in David Chappell, Construction Contracts, 2020
In this context it is useful to examine the design process. In essence, it is fairly straightforward. It is the client’s duty to clearly tell the architect what is required. The architect has an important role in teasing out the information and in separating the ‘needs’ from the ‘wants’, but eventually there should be a reasonably comprehensive set of requirements (the ‘brief’). It is the architect’s task to satisfy the brief with the design. If the design, viewed objectively, can be said to satisfy the brief, the architect’s task is completed for that stage. It is often the case that after having seen the brief set out as a design, the client will realise that some of the requirements in the brief were misguided or unnecessary, but that does not detract from the fact that the architect has completed that stage.
Design
Published in David Chappell, Construction Contracts, 2015
In this context it is useful to examine the design process. In essence, it is fairly straightforward. It is the client’s duty to clearly tell the architect what is required. The architect has an important role in teasing out the information and in separating the ‘needs’ from the ‘wants’, but eventually there should be a reasonably comprehensive set of requirements (the ‘brief’). It is the architect’s task to satisfy the brief with the design. If the design, viewed objectively, can be said to satisfy the brief, the architect’s task is completed for that stage. It is often the case that after having seen the brief set out as a design, the client will realise that some of the requirements in the brief were misguided or unnecessary, but that does not detract from the fact that the architect has completed that stage.
Influence of briefing clarity on construction projects: a fuzzy hybrid simulation approach
Published in Construction Management and Economics, 2022
Ali Vahabi, Farnad Nasirzadeh, Anthony Mills
Clearly defining the project brief also assists designers/builders to thoroughly understand the real project requirements. This impacts the quality of their design solution proposals, which eventually improves the design constructability in construction projects. The high quality of design solutions improves the constructability of the project design, which can accelerate the construction process and ultimately decrease the project duration. The P3 arrows in Figure 3 show this process. However, clearly defining the project brief requires clients to spend more time and effort during briefing. This increases the required time and budget for the briefing process, which consequently increases the project cost and duration. The N4 and N5 arrows in Figure 3 show these two causal relationships, respectively.