Learning legacyLessons learned from the London 2012 Games construction project

Project BriefChampion Products are examples of tools and formats used by the Olympic Delivery Authority (ODA) in executing its programme. The ODA is publishing these as part of its Learning Legacy in the anticipation that they may be of use to future projects seeking best practice examples of tools and templates that have been used successfully on a large, complex programme.

Purpose of the document, description and how it was usedThe Project Brief was a high level document that outlined the objectives and operational requirements for each project. As the project progressed through the different Royal Institute of British Architects (RIBA) stages of the design process, the brief was developed to form the ‘initial brief’, the ‘design brief’ and the ‘project brief’.

The initial brief was used to set out the initial ODA requirements of the project and informed the development of the design through to the RIBA design stages A/B. It captured the data from the Project Initiation Document and the London Organising Committee of the Olympic Games and Paralympic Games (LOCOG) Venue Requirements and described what the Design team were required to design.

The design brief defined what the next phase of the project should deliver and informed the RIBA stages C/D. It focused on the technical requirements and the measurable criteria defined during design development.

Following completion of the RIBA stages C/D, the project brief was produced which defined the final client’s requirements and refined any inputs and design development from the previous design stages.

At each stage, the briefs were distributed to key project stakeholders and reviewed at a formal client review which ensured that the brief was clear and captured all project requirements.

Benefit to future projectsThis champion product could be used as an example of how to progressively define scope and requirements for large-scale projects.

© 2011 Olympic Delivery Authority. The official Emblems of the London 2012 Games are © London Organising Committee of the Olympic Games and Paralympic Games Limited (LOCOG) 2007. All rights reserved.

The construction of the venues and infrastructure of the London 2012 Games is funded by the National Lottery through the Olympic Lottery Distributor, the Department for Culture, Media and Sport, the Mayor of London and the London Development Agency.

For more information visit: london2012.com/learninglegacy Published October 2011ODA 2011/009

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Brief Management Introduction This section of the Project Execution Plan sets out the strategy for the management of the remaining Briefs for the Olympic and Paralympic Games and their subsequent Legacy. Authored at end of January 2007 this document marks a point in time when the briefs for the Main Olympic and Paralympic Stadium and the Aquatics Centre have been issued. These briefs and the documentation defined, form the basis for this analysis. The Contents of the PEP The PEP:

Defines the requirements for the briefs with an emphasis on clarity

Reviews the principle stakeholders who contribute to the briefing process

Identifies the reference documentation that informs the briefs

Explains the briefing material that develops from it

Explains of the evolution of the brief through the Project Approvals Process

Outlines the skeleton of a briefing template to support the briefing of the remaining projects

Sets out the next steps for creating briefs that produce consistent delivery by the supply chain to achieve Programme and Project Objectives

Describes how the Brief Coordinator and Brief Management will support the Project Sponsors to ensure that the briefs meet the 2012 Construction Commitments

The Purpose of the Briefs: The briefing process provides the instrument to build alignment across the project. The Briefs allow the ODA to:

Capture and align stakeholder criteria

Define requirements and compliance for fitness for purpose

Define design expectations without being prescriptive

Inform the project team on strategic Assurances and Aspirations

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For the Delivery Partner and supply chain, the Briefs:

Describe and record the approved project scope and requirements

Define measurable and deliverable criteria

Define the objectives, criteria and specific details to advance the design development and therefore the project delivery

The Brief Management PEP should be read in conjunction with the other PEP’s but specifically the PEP on Project Approvals. Background In a joint statement in the document 2012 Construction Commitments by the Strategic Forum for Construction and its 2012 Task Group, states:

DESIGN QUALITY

• The client will produce a clear brief

before design commences

• Project briefs will specify

performance criteria to encourage

innovation in order to deliver cost-

effective solutions, taking advantage

of opportunities for standardisation,

prefabrication, off-site manufacture

and adopting modern logistics

principles

Figure 1 The 2012 Construction Commitments CLM will support the Project Sponsors to coordinate all future outgoing briefs to meet this commitment. The Stakeholders: The Principal Contributors to the Brief Introduction

Brief Management

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To understand the drivers of the various briefs it is important to understand who currently contributes to the briefing process. The ODA’s Internal Stakeholders:

Directors

Project Sponsors

Group Heads of cross cutting themes

Sustainability,

Security

Legacy,

Health and safety,

Inclusion

Planning

Utilities

etc As the projects progress, further detailed briefing requirements will be developed from ODA stakeholders on the projects. As the ODA’s policies and procedures are agreed they will be integrated into the briefs giving the performance criteria required to satisfy the 2012 Construction Commitments above. These policies are being jointly developed by the ODA and CLM to ensure their integration is in alignment. External Stakeholders:

External stakeholders include:

LOCOG who are responsible for running the Games their external stakeholders include:

The International Olympic Committee (IOC)

The British Olympic Committee (BOC)

The British Paralympic Association (BPA),

International (IF’s) and National Sporting Federations (NF’s) Other external stakeholders include:

The DFES

The GLA and associated London Boroughs.

Leisure consultants, supporting the ODA with Venue business plans.

Community groups The Reference Documents Introduction

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The following documents are referenced in preparing the Initial Briefs. Each has been reviewed as part of this PEP, each is introduced, its purpose defined and its contents outlined.

The 2012 Candidate File

The Project Initiation Documents (PID) for the Stadium and Aquatics Centre

The Initial Briefs for the Aquatic Centre for the Stadium and Aquatics Centre

The LOCOG Location Venue Requirements (LVR) for the Stadium and Aquatics Centre

The ODA’s PAO Business Case Templates V1 for the Stadium and Aquatics Centre

PMO’s Guide to Projects The Candidate File Introduction The Candidate File was compiled in 2004 for submission to the IOC as part of London’s bid for the 2012 Olympic and Paralympic Games. It was prepared by several stakeholders including the LDA, the GLA and supporting contributors Purpose To convince the IOC that London should host the 2012 Olympic and Paralympic Games. Contents The Candidate File incorporates:

Schematic plans for the venues

Schedules of accommodation detailing capacities

Venue schedules for the Games.

General data supporting London’s infrastructural capabilities to host the Games. The Candidate File is regarded as the base brief for each of the venues. Any deviations from it need to be agreed with the IOC and with the International Sporting Federations through change control systems established by LOCOG, the document is version controlled. The Project Initiation Document (PID) Introduction

The PID is the first of the business case documents set out in the ODA’s Project Assurance Offices (PAO’s) suite of Project Approval documents which are further defined in the Project Approvals section of the PEP; it is prepared and owned by the ODA’s Project Sponsor.

Purpose The PID defines the:

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Overall Objectives of the project

Rationale for undertaking the project

End state which defines the state of the project in legacy condition. Contents The PID document is brief in content and set out in a template format, its headings include:

Inclusions/exclusions

Assumptions

Constraints

Milestones/deliverables

Resources

Stakeholders/working groups

Major risks

Dependencies/interfaces

Financial

d off by the ement Board

enables the

Statement of need

Headline definition

of requirements- 2012 Candidate File

- IOC Technical File

-Sports Federation Req’ts

-LVR’s if they exist

PID

Figure 2 The Inputs to the Project Initiation Document. The LOCOG Location Venue Requirements (LVR) Introduction The LVR sets out LOCOG’S technical requirements for each of the Venues in Olympic and Paralympic Mode, it is prepared and owned by LOCOG’s LVR Manager. Purpose

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The LVR collates data from the Candidate File, the IOC Technical File, International and National Sporting Federation requirements and those of the BPA for the venue together with relevant design standards and guidelines. Contents The document incorporates:

Visions and Objectives

Background information

A schedule of accommodation

A scope of work with Specific and Functional requirements

Schedules of services and utilities

An Overview of Operations

Appendices including venue plans in Games Mode Elements of the LVR text are repeated in the Initial Brief outlined below. The Initial Brief Introduction The Initial Brief is generated and owned by the ODA’s Project Sponsor and the Sponsor’s masterplanning team. It captures the data from the PID and LOCOG’S LVR outlined above. Purpose The Initial Brief sets out the ODA’s initial requirements for the project, it informs RIBA stages A/B of the design process it also aligns with the project process. Contents The Initial Brief contains:

Visions Aspirations and Objectives for the project

Stakeholder requirements

Site Information

Requirements of the Olympic and Paralympics conversion.

Base case legacy building requirements and business case

Accommodation schedule

Technical requirements

Building engineering

Accessibility and inclusive design

Sustainability requirements

Health and safety requirements

Security requirements

Budget requirements

Appendices with plans and additional supporting data

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This Initial Brief is version controlled and issued through the ODA’s own document management systems. The Evolution of the Briefs through the Project Approval Process Introduction At the time of writing the current project phase has delivered projects through the PID and to the Initial Brief stage. This PEP identifies three distinct briefing stages through which the briefs evolve over the lifetime of the project. These are also aligned with the project approvals process outlined below. Figure 3 explains the relationship between the Project Approval Process and the evolution the three briefs through the project lifecycle. The interface will maintain momentum of the project through alignment with the approvals process and concise briefing appropriate to the project phase

Initial Brief Design Brief Project BriefProject Initiation

Document (PID)

Brief development

Figure 3 The Brief Process Aligned with the Approval Process The Initial Brief Introduction

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For the remaining projects it is proposed that the Initial Brief becomes a more streamlined document with less but more concise text. Purpose The Initial Brief informs the RIBA stages A/B design stage and as can be seen from figure 1 provides all the stakeholders and contributors with a description of the project requirements as far as they are defined at this stage. The initial brief should be able to define the project concisely with sufficient detail to enable design team responses which can be appraised from the outset to assess alignment with the core principles of the project and the criteria defined:

Budget compliance

Cross Cutting themes

Sustainability principles

Legacy

Inclusion etc

A clear and demonstrated understanding of the 2012 Commitments

Technical venue requirements

Initial Brief

ODA

LOCOG

PID

Candidate File

ODA Headline Inputs

•Aspirations

•Legacy

•Sustainability

•Business Case

•Master planning Team

• Other stakeholders

•GLA

•DFES

•Boroughs

•Community

LVR,

IOC,

IF’s

NF’s

Figure 4 Inputs to the Initial Brief Contents The contents will be defined with the ODA project Sponsor to a standard template refined from the contents of the current Initial Brief. Indicative contents:

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Outputs The Initial Brief and the responses to it should enable the ODA and CLM to understand any issues arising from the brief which cannot be satisfied or variances that should be incorporated into the next phase of the project definition. Ownership The Initial Brief will be owned by and be the responsibility of the ODA Project Sponsor. It will be generated by the Master Planning team. Design Brief Introduction The Design Brief should validate the design teams approach from the stage A/B submissions if in compliance and integrate any amendments which the previous project phases have identified as non compliant. Purpose The Design Brief should inform the next design stage; RIBA stages C/D. Its contents will be more focused on compliance with the technical requirements and the measurable criteria defined during design development by the Project Sponsor and the design team and the Delivery Partner. It will ensure alignment with the ODA’s core themes, the project requirements and define what the next phase should deliver. Refer to Figure 2 for its alignment with the Approval Process. Contents The contents of the Design Brief will be defined in partnership with the ODA in order to create a standard template for the remaining projects. Indicative contents:

Design Statements and technical reports from the members of the consultant team demonstrating alignment with the project requirements

The drawings delivered and developed through stages A/B

Specifications

Schedules of Accommodation

Fire and life safety information

Demonstration of the integration of the ODA’s cross cutting themes

Alignment with the 2012 commitments

Cost reports and verification of alignment with cost targets, value and risk management

Landscaping

Construction approach / methodology The inputs to the Design Brief are shown in figure 5.

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Design Brief

ODA and

Delivery Partner Detail:

•Logistics

•Programme

•Sustainability

•Legacy

•Budget

•Procurement

•LOCOG

Design Stage A/D

Inputs

Figure 5. Inputs to the Design Brief Ownership The Design Brief will be owned and led by the ODA’s Project Sponsor and generated by the appointed design team. Outputs The Design Brief should contribute to the approval process supporting the reviews associated with the Outline Business case and the Full Business Case (OBC and FBC).Completion of Stages C/D will enable the production of the Project Brief at the end of Stage D. The Project Brief Introduction The last step in the evolution of the briefing process is the Project Brief. Purpose The Project Brief should finally define the Client’s Requirements at the end of Design Stage D and refine any inputs and design development from the Design Brief and previous design stages. Contents The contents will be defined with the ODA project Sponsor to a standard template. Indicative contents:

Any inputs arising from OBC and FBC procurement process

The drawings delivered and developed through stages A/D

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Specifications

Design Statements from the members of the consultant team demonstrating alignment with the defined project criteria / requirements

Calculations

Schedules of Accommodation

Fire and life safety information

Demonstration of the integration of the ODA’s cross cutting themes

Demonstration of alignment with the 2012 commitments

Reports and verification of alignment with cost targets, cross cutting themes e.g. sustainability, inclusion

Life cycle costs

Construction approach / methodology

Landscaping

Other logistical site wide issues

Project Briefs

ODA and Delivery

Partner Detail:

Logistics

Programme

Sustainability

Legacy

Budget

Procurement

LOCOG

Design Stage D

Inputs

Figure 6. Inputs to the Project Brief Outputs By this point in the project cycle, the Project Brief will have developed to capture all the client’s requirements. It should inform any subsequent design stages. Ownership The Project Brief will be owned by the Project Sponsor and be generated by the design team.

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Next Steps and Verification of the Project Brief Introduction Briefs will be issued at different stages in the project cycle, dependant upon the procurement route, but at whatever stage this release of information occurs the briefs should integrate enough information to meet the 2012 Commitments. The Contractor’s Proposal Procurement through the Design Build process will require the contractor to confirm compliance in the Contractor’s Proposal. The ODA’s Project Sponsor and Delivery team should define the deliverables required from the contractor at this point. The Contractor’s Proposals should confirm that the project to be delivered is in accordance with all the requirements set out in the Project Brief and issued documentation to that date. Contents The indicative contents of the Contractor’s Proposal should be defined by the project team as required deliverables. Indicative contents:

Programme

Cost Analysis

Construction methodologies

Organisational structures

H&S Drawings and other documentation will include:

Developed drawings

Schedules of Accommodation

Services Provision

Other schedules

Lifecycle costings

Submissions will be reviewed by the ODA and the CLM project team, the design team and brief coordinator to ensure compliance. If the design team has been novated the Contractor’s Proposal will be reviewed by the ODA’s technical advisors. Change Control in the Briefing Process The various stages of the brief will be managed through CLM document management version control protocols with tracked changes. CLM’s PMP on Design Management Procedures and Policies presents CLM’s strategy for the control and management of the design teams and information management.

Brief Management

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CLM: Brief Management Implementation and Objectives Introduction The PEP proposes that the CLM Brief Coordinator manages future briefs into one consolidated data source; this interface is schematically shown in figure 7.

BRIEF CO-ORDINATION

CLM

PID and Business

Case PAO Documents

Budget Brief

ODA

ODA APPROVAL

Security

ODA Brief

Aspiration Vision

2012 Candidate File

LOCOG

Venue Requirements

Environmental

Operation

Sustainability

Legacy

f

Formal Baseline Staged Brief

Issued to Designers

OR Contractors

Sporting

Federations

IOC Technical

File

Accessibility

Policies Procedures Design

Standards etc

Figure 7. The elements of the brief which require coordination. The Brief Coordinator will proactively work with the Project Sponsor and teams to integrate the “cross team” texts concerning sustainability, security, area schedules, services requirements glossaries etc to create a single source, “one time” data collection point. This streamlined approach will integrate the data and removes the risk of redundant material being in the project realm in different locations. It is important that each stakeholder still manages and owns their component of the brief and develops it as necessary, complying with the agreed protocols. LOCOG will retain their own base “stand alone brief” which informs its own procurement paths, the key components of the LVR will be incorporated into the Briefs at the various stages. What the Brief Coordinator will do.

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The Brief Coordinator will manage and coordinate the briefs to:

Support the Project Sponsor and Design Group

Add clarity, making them a single data source

Build the alignment of briefs for the remaining projects

Support the business case and the ODA Approval Process

Deliver Assurance and expedite the project process

Incorporate lessons learned from the briefs prepared to date

Ensure compliance with the 2012 commitments By:

Working collaboratively with LOCOG, the ODA’s Project Assurance Group Project and the ODA’s Project Sponsors and Design Group ,

Coordinating input from the ODA’s Project Sponsors and Stakeholders

Coordinating input from the CLM teams

Coordinating input from the Design teams

Coordinating and developing standard outline / content templates to capture input from assurance and the teams defined above

Maintaining momentum through the Project Approval Process through the delivery cycle

Achieving target dates for the delivery of the briefs Figure 8 graphically represents the briefing sequence and its relationship with the RIBA stages A-D. Clearly the stage at which the brief passes to the contractor will depend upon the procurement route chosen, the briefs should therefore be able to “standalone” and define the project at any given stage. The ODA and CLM are currently defining the best procurement paths for the various projects.

Brief Management

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Candidate File

ODA SPONSOR

Project Initiation

Document PID

LOCOG BRIEFING

Location Venue Requirements

LVR

DESIGN BRIEF

From Various Stakeholders

Procurement Options

Dependant upon route

INITIAL BRIEF

IOC Technical

Manual

ODA /

Stakeholder / Sponsor

Sign off

OPRG

ODA

APPROVALS PROCESS

SOC – Strategic Outline Case

OBC – Outline Business Case

FBC – Full Business Case

with Tender Figures

Sporting

Federations

Briefing Material

PROJECT BRIEF

RIBA

C

RIBA

A/B

RIBA

D

OD

A A

PP

RO

VA

LS

PR

OC

ES

S

PR

OC

UR

EM

EN

T O

PT

ION

S / C

ON

TR

OLS

CL

M B

RIE

F C

OO

RD

INA

TIO

N

OD

A O

PR

G S

TA

KE

HO

LD

ER

SIG

N O

FF

Figure 8 The Briefing Sequence. Brief Coordinator Interfaces During February The Brief Coordinator will implement a series of individual and joint meetings with: the ODA’s design team leaders, the ODA’s appointed Design Advisor, Project Sponsors, LOCOG team members and CLM discipline heads to agree this integrated briefing approach which can then be adopted for the remaining projects. The Brief Coordinator will work with the ODA during February to determine the refinements to the contents of the briefs and introduce the contributors to the process further defining the timeframes and milestones for brief development in alignment with the various project programmes. This work will support the design procurement processes defined elsewhere in the CLM’s Procurement PEP and the competition briefing process for the Handball, Velopark projects and for other temporary and permanent buildings. Clarity of the briefing process at the outset will speed the competition and procurement process and improve the post evaluation project start up at Stage C. The coordinated brief will build cross team / cross project communication and speed the integration of the various contributing team members. Measurement of Success. The success of the Brief Management Process can be measured by:

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Delivery of the briefs in accordance with the agreed project milestones

Delivering clear and concise briefs which meet the ODA’s 2012 commitments at each project milestone

Assessing the integration of team input

The creation of a coordinated “one time” data source which can standalone at each project phase

Summary and Conclusion In order for the ODA to meet its commitments outlined and signed up to in the document “2012 Construction Commitments” to design quality, clear briefing is essential. The Brief Management PEP sets out the current brief making process and the next steps in the Briefing Process which will define the remaining projects through the PAO’s Approvals Cycle. The PEP describes a coordinated process to maintain project momentum and compliance through the approvals process. Structured and coordinated Brief Management will achieve the ODA’s committed targets. It will ensure consistent delivery by the supply chain to meet the objectives of the Programme and the Project. Reference Documents

PMO Guide to Projects

Project Initiation Document

LOCOG’s Stadium LVR

The ODA’s Initial Brief The “Living Stadium”

LOCOG’s Stadium LVR

The ODA’s Initial Brief Aquatics Centre

CLM’s Programme Management Plan Project Approvals

Creating Excellent Buildings A Client Guide First Edition 2003

Good Buildings Need Good Briefing RIBA Publications