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A SHOPPING COMPLEX
UNIVERSITI TEKNOLOGI MARA UITM
Prepared for:
Prepared by:
Date Submitted
April 2016
roads, bridges, and so on. Design activities take place at all stages in the creation of
a facility. (Department of Finance Government Buildings Upper Merrion Street Dublin
2, July 2009)
A quality brief will improve project outcomes; reduce risk, cost overruns, time
delays and conflict for the Client.
complete the services reflects the work required. The failure to provide a wellprepared and comprehensive brief is one of the core reasons projects experience
problems and delays.
The approval in principle is based upon the best information available at the
time and in the absence of facts for some issues, on certain assumptions. Once it is
given, the information and assumptions on which it is based must be examined,
disaggregated (if necessary) and assigned across the Sixteen Project Parameters
that are used to help refine in greater detail what constitutes the projects. Essentially,
the project parameters are broad categories under which information relating to the
project can be gathered.
Each of these parameter
amended and clarified throughout the project definition process, so that the final
output (and the input to the design process) is a Definitive Project Brief that is as
detailed, comprehensive, final and certain as possible. The Sixteen Parameter are
objectives,
purpose,
scope,
deliverables/desired
outcomes,
performance,
requirements. Research has shown that it is considerably easier and more cost
effective to allocate resources at the commencement of a project to address and
clarify the needs of the project than later within the procurement process.
A good brief results in:
more accurate and detailed pricing, with the result that less risk is priced into the
project
reduced opportunity for variations, which are usually priced at higher rates
The critical success of a Design Brief depends on the quality of the contents such
on the ability to clearly describe the coherent design understanding from the planning
stages to the outcome of the product for shopping mall proposed development or any
particular development. The design brief should act as to define all design
requirements for a project including performance standards and quality thresholds. It
is the foundation on which design will be developed and is the benchmark for
measuring future design development. It is a factual record and a document of
importance where the brief should contain the followings:
Site Appraisal
Budget
iv.
v.
vi.
vii.
viii.
ix.
Architect:
1. Desktop study of site history.
2. Study of site context including access, boundaries, levels, landscape
(including possible ecological issues such as the presence
of japanese knotweed), transport and traffic and an assessment of
neighbouring properties and views.
3. Appraisal of possible hazardous substances such as asbestos and
other deleterious materials.
4. Photographic studies.
5. Assessment of the local planning authority's local development plan.
6. Climatic conditions.
Cost consultant:
1. Abnormal features that might impact on cost.
Structural engineer:
Services engineer:
1. Location and nature of underground site services.
2. Cursory investigation to establish 'cut off' for diversions of existing
services.
3. Statutory utility drawings for the site.
3.4 Budget
A budget is a statement of the amount of money that is available to spend over
a period of time, or on a specific thing, such as a building. It may include an
outline plan for how that money will be spent, and a breakdown of the items it
will be spent on.
Budgets help determine what is affordable and should be set as early as
possible. It is important that they are based on evidence and that they are
realistic.
A budget can be established by:
The budget is set by the client and is distinct from cost plans prepared by
a cost consultant , which are likely to focus on the construction cost.
3.4 Timeframe & Programme
This may be in the form of project planner by listing the timeframe with list of
dates that you need to hit. Programmes will often identify:
A critical path (the sequence of critical tasks upon which the overall
duration of the programme is dependent).
Tasks which can only be carried out after other tasks have been
completed.
'Float' within tasks that are not on the critical path (that is, delays that can
be incurred without affecting the critical path). Identifying float can be
helpful in highlighting where it may be possible to transfer resources to
tasks that are on the critical path.
The need for specific resources such as plant, services or materials and
their lead time.