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Transforming strategic briefing into project briefs: a case study about client and contractor collaboration
Chalmers University of Technology.
2007 (English)In: Facilities, ISSN 0263-2772, E-ISSN 1758-7131, Vol. 25, no 5/6, p. 185-202Article in journal (Refereed) Published
Abstract [en]

Purpose – The aim of this paper is to describe the process of the client's operationally determined requirements as they are translated into a strategic brief and how this is then transformed into a number of general briefs (outline briefs – four in total) adapted to various project categories so as to eventually be implemented in approximately 500 projects (through project briefs) distributed throughout Sweden. In addition, there is a description of the procurement procedure, which was directly based on briefs and the collaboration between the construction project's various players during the design phase, with the aim of clarifying how the development business's requirements were tested, developed and gradually implemented in the form of physical solutions.Design/methodology/approach – Two research methods have been applied: a broad (comprehensive) case study based on a workshop, interviews and studies of project documentation; and literature studies with the aim of generalising and analysing the client's brief work on the basis of the case studied. Findings – A number of factors (11 in total) of importance to implementation of the dynamic briefing are described and discussed in relation to the theoretical discussion in the field (theoretical framework). The case study supports the picture of briefing taking place as part of a dynamic process during which all players are responsible for adopting the development operation's overall goals, developing them and realising them in the best possible way in the individual project.Practical implications – The case study describes how business requirements are translated and developed during a collaborative process involving client and contractor – the brief's importance as procurement data. Experience from this case study may also be of benefit to other client organisations that are to implement national/international projects. Originality/value – The case study describes new knowledge of how national change processes are realised as well as collaboration between client and contractor. The paper offers insights for the academic community, professionals in the construction industry and clients involved in large-scale facilities and change processes.

Place, publisher, year, edition, pages
2007. Vol. 25, no 5/6, p. 185-202
National Category
Construction Management
Research subject
Construction Engineering and Management
Identifiers
URN: urn:nbn:se:ltu:diva-9813DOI: 10.1108/02632770710742165Scopus ID: 2-s2.0-34047138566Local ID: 87f95330-6b4d-11dc-9e58-000ea68e967bOAI: oai:DiVA.org:ltu-9813DiVA, id: diva2:982751
Note
Validerad; 2007; 20070925 (pafi)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved

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Ryd, Nina

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  • apa
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  • Other locale
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Output format
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