Design readiness
Unresolved layouts, specifications or specialist interfaces can affect when a package is ready to proceed.
CLIENT RESOURCES / PROJECT PLANNING
A sequence of decisions.
A realistic programme.
Plan around the actual scope, information and dependencies of your project. A stage sequence is not a fixed-duration promise.
Haq Associates: General contractor
START WITH DEPENDENCIES
What needs to happen
before what?
A programme should connect the design information, approvals, selections and preceding work needed for each package. Some activities may overlap once responsibilities and interfaces are agreed.
General planning guidance. The stages, responsibilities and deliverables for your project are defined by the agreed appointment.
SIX STAGES / PROJECT-SPECIFIC TIMING
Build the sequence
around the brief.
- 01
Discovery & Consultation
Agree what the brief needs to resolve, who makes decisions and what information is still missing.
- 02
Concept & Design
Record the selected direction and the design questions that must be resolved before detailed coordination.
- 03
Planning & Technical Coordination
Identify the information, approvals and responsible parties needed before each work package can proceed.
- 04
Procurement & Preparation
Confirm the approved selections, outstanding procurement decisions and readiness requirements for the next package.
- 05
Construction & Execution
Agree how work is reviewed, how changes are recorded and who authorises the next stage.
- 06
Inspection & Handover
Record the agreed completion position, remaining responsibilities and the information transferred to the client.
WHAT SHAPES THE TIMELINE
Make the influences
visible.
Permissions and access
Building requirements, approvals and access arrangements can determine when work can start.
Procurement lead times
Availability, sample decisions, manufacturing and delivery need to be considered before scheduling installation.
Trade dependencies
Some tasks rely on preceding work, inspections or concealed-service coordination. Sequence matters as much as duration.
Existing conditions
Survey findings and conditions discovered during work may require review and an agreed response.
Client decisions and changes
Decision dates, authorised changes and their programme implications should remain visible to everyone involved.
A USEFUL PLANNING RECORD
Keep the next decision
clear.
| Field | What to record |
|---|---|
| Decision or information | The specific selection, drawing, approval or clarification needed. |
| Responsible party | Who prepares it, who reviews it and who can approve it. |
| Needed before | The dependent order, work package or inspection. |
| Agreed date | A date set against the actual programme, with assumptions stated. |
| Status and impact | What is outstanding and whether a change affects cost, scope or sequence. |
START WITH YOUR BRIEF
A clearer beginning.
A considered next step.
Discuss the space, the scope and the questions your project needs to resolve.