The Client Briefing Problem: A Method for Assessing the Strategic Needs of Projects Stakeholders

Jim Smith, Peter E D Love, Ray Wyatt

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

Abstract

The pre-design stage of construction projects has become a focal point in design management research in the last decade, as it primarily the source of problems such as rework, change orders, and contractual claims. In particular, it is widely acknowledged that client briefing is an intractable problem which many projects encounter. Primarily this is because little attention is given to assessing the needs of the client, stakeholders and those of the design team. With this in mind, this paper presents a workshop-based approach known, as Strategic Needs Analysis (SNA). It is designed to assist clients, stakeholders and their design teams in determining their strategic needs for a given project. The rationale for the using a SNA approach during the early stages of the project development process and in relation to the strategic environment of the client organization are presented and discussed. The SNA process is described and applied to a case study project. it is concluded that SNA can improve the strategic decision-making process of a project, as clients are able to identify their strategic needs and thus improve the effectiveness of the briefing process.
Original languageEnglish
Title of host publicationProceedings of ICSTM2000: International Conference on Systems Thinking in Management
EditorsG Altmann, John Lamp, Peter Love, Purnendu Mandal, Ross Smith, Matt Warren
Pages572-577
Number of pages6
Publication statusPublished - 2000
Externally publishedYes
Event1st International Conference on Systems Thinking in Management - Geelong, Australia
Duration: 8 Nov 200010 Nov 2000
Conference number: 1st

Conference

Conference1st International Conference on Systems Thinking in Management
CountryAustralia
CityGeelong
Period8/11/0010/11/00

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Smith, J., Love, P. E. D., & Wyatt, R. (2000). The Client Briefing Problem: A Method for Assessing the Strategic Needs of Projects Stakeholders. In G. Altmann, J. Lamp, P. Love, P. Mandal, R. Smith, & M. Warren (Eds.), Proceedings of ICSTM2000: International Conference on Systems Thinking in Management (pp. 572-577)
Smith, Jim ; Love, Peter E D ; Wyatt, Ray. / The Client Briefing Problem: A Method for Assessing the Strategic Needs of Projects Stakeholders. Proceedings of ICSTM2000: International Conference on Systems Thinking in Management. editor / G Altmann ; John Lamp ; Peter Love ; Purnendu Mandal ; Ross Smith ; Matt Warren. 2000. pp. 572-577
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abstract = "The pre-design stage of construction projects has become a focal point in design management research in the last decade, as it primarily the source of problems such as rework, change orders, and contractual claims. In particular, it is widely acknowledged that client briefing is an intractable problem which many projects encounter. Primarily this is because little attention is given to assessing the needs of the client, stakeholders and those of the design team. With this in mind, this paper presents a workshop-based approach known, as Strategic Needs Analysis (SNA). It is designed to assist clients, stakeholders and their design teams in determining their strategic needs for a given project. The rationale for the using a SNA approach during the early stages of the project development process and in relation to the strategic environment of the client organization are presented and discussed. The SNA process is described and applied to a case study project. it is concluded that SNA can improve the strategic decision-making process of a project, as clients are able to identify their strategic needs and thus improve the effectiveness of the briefing process.",
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Smith, J, Love, PED & Wyatt, R 2000, The Client Briefing Problem: A Method for Assessing the Strategic Needs of Projects Stakeholders. in G Altmann, J Lamp, P Love, P Mandal, R Smith & M Warren (eds), Proceedings of ICSTM2000: International Conference on Systems Thinking in Management. pp. 572-577, 1st International Conference on Systems Thinking in Management, Geelong, Australia, 8/11/00.

The Client Briefing Problem: A Method for Assessing the Strategic Needs of Projects Stakeholders. / Smith, Jim; Love, Peter E D; Wyatt, Ray.

Proceedings of ICSTM2000: International Conference on Systems Thinking in Management. ed. / G Altmann; John Lamp; Peter Love; Purnendu Mandal; Ross Smith; Matt Warren. 2000. p. 572-577.

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

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AB - The pre-design stage of construction projects has become a focal point in design management research in the last decade, as it primarily the source of problems such as rework, change orders, and contractual claims. In particular, it is widely acknowledged that client briefing is an intractable problem which many projects encounter. Primarily this is because little attention is given to assessing the needs of the client, stakeholders and those of the design team. With this in mind, this paper presents a workshop-based approach known, as Strategic Needs Analysis (SNA). It is designed to assist clients, stakeholders and their design teams in determining their strategic needs for a given project. The rationale for the using a SNA approach during the early stages of the project development process and in relation to the strategic environment of the client organization are presented and discussed. The SNA process is described and applied to a case study project. it is concluded that SNA can improve the strategic decision-making process of a project, as clients are able to identify their strategic needs and thus improve the effectiveness of the briefing process.

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Smith J, Love PED, Wyatt R. The Client Briefing Problem: A Method for Assessing the Strategic Needs of Projects Stakeholders. In Altmann G, Lamp J, Love P, Mandal P, Smith R, Warren M, editors, Proceedings of ICSTM2000: International Conference on Systems Thinking in Management. 2000. p. 572-577