The briefing problem and how to solve it - Revision history

Tkokotas at 19:25, 20 November 2018

2018-11-20T19:25:08Z

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			''Developed by Nicolai Engdal Nørgaard''


	The client’s expectations of their new building are sometimes different from what they get at the end of the project. This can be due to the lack of shared information between the client and the designer in the briefing process and thereby creating a briefing problem.		The client’s expectations of their new building are sometimes different from what they get at the end of the project. This can be due to the lack of shared information between the client and the designer in the briefing process and thereby creating a briefing problem.

S133554 at 12:23, 19 June 2017

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S133554 at 11:54, 19 June 2017

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	[[File:JohariWindow.png\|300px\|thumb\|border\|right\|Figure 1: Illustration of the Johari Window with the four different information boxes and which tools can be used to get the information shared.<ref name="Graham Winch"> Graham M. Winch. ''Managing Construction Projects''. Chapter 9 "Defining Problems and Generate Solutions". Second Edition. 2010. </ref>]]		[[File:JohariWindow.png\|300px\|thumb\|border\|right\|Figure 1: Illustration of the Johari Window with the four different information boxes and which tools can be used to get the information shared.<ref name="Graham Winch"> Graham M. Winch. ''Managing Construction Projects''. Chapter 9 "Defining Problems and Generate Solutions". Second Edition. 2010. </ref>]]
	If a construction project has to end well for the client and it can be called for a success it is critical for the client and the designer to have successful briefing process. The briefing process often starts off a project and if it is done well, the end result will have a high probability of satisfying the client, because the process involves understanding the client's desires and solving them in a way where the resulting product meets the client's vision of the project. But there is often encountered some problems in the briefing process, because of the poor guidance and knowledge of the client, while the designer have difficulties in understanding the client's needs and explaining the different design options for the client. By using some methods to improve the process it is possible for the briefing process to ensure good quality and avoiding of additionally cost.<ref name="Cooper"> D. Bouchlaghem, Y. Rezgui, M. Hassanen, G. Cooper, D. Rose. ''IT tools and support for improved briefing''. http://www.irbnet.de/daten/iconda/CIB20104.pdf. Retrieved 11 June 2017. </ref>		If a construction project has to end well for the client and it can be called for a success it is critical for the client and the designer to have a successful briefing process. The briefing process often starts off a project and if it is done well, the end result will have a high probability of satisfying the client, because the process involves understanding the client's desires and solving them in a way where the resulting product meets the client's vision of the project. But there is often encountered some problems in the briefing process, because of the poor guidance and knowledge of the client, while the designer have difficulties in understanding the client's needs and explaining the different design options for the client. By using some methods to improve the process it is possible for the briefing process to ensure good quality and avoiding of additionally cost.<ref name="Cooper"> D. Bouchlaghem, Y. Rezgui, M. Hassanen, G. Cooper, D. Rose. ''IT tools and support for improved briefing''. http://www.irbnet.de/daten/iconda/CIB20104.pdf. Retrieved 11 June 2017. </ref>

	== The Johari Window ==		== The Johari Window ==

S133554 at 11:52, 19 June 2017

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	The client’s expectations of their new building are sometimes different from what they get at the end of the project. This can be due to the lack of ~~sharing~~ information between the client and the designer in the briefing process and thereby creating a briefing problem.		The client’s expectations of their new building are sometimes different from what they get at the end of the project. This can be due to the lack of shared information between the client and the designer in the briefing process and thereby creating a briefing problem.

	The briefing problem can be illustrated by the Johari Window, which shows the need for the client to give the designer thoroughly feedback and disclose the expectations of the building. This can sometimes be a problem if the client holds some part of the information privately, which may be due to a number of reasons e.g. the client doesn’t have the capabilities to communicate its desires clearly to the designer. On the other hand the designer may also withhold information for the client, because of several reasons like: the designer doesn’t think the information is relevant for the client.		The briefing problem can be illustrated by the Johari Window, which shows the need for the client to give the designer thoroughly feedback and disclose the expectations of the building. This can sometimes be a problem if the client holds some part of the information privately, which may be due to a number of reasons e.g. the client doesn’t have the capabilities to communicate its desires clearly to the designer. On the other hand the designer may also withhold information for the client, because of several reasons like: the designer doesn’t think the information is relevant for the client.

	The briefing process can be optimized by using one of the formal briefing models that are available just as the feedback and the disclosure process can be stimulated through a number of different ways. By optimize the briefing process as well as the feedback and the disclosure process it is possible to avoid the briefing problem. The feedback and the disclosure process can be stimulated through different techniques. E.g. by; Working with known designers, Visualization, Joint visits, Involving the users, Existing users, SMART methodology and Expert choice.		The briefing process can be optimized by using one of the formal briefing models that are available just as the feedback and the disclosure process can be stimulated through a number of different ways. By optimize the briefing process as well as the feedback and the disclosure process it is possible to avoid the briefing problem. The feedback and the disclosure process can be stimulated through different techniques. E.g. by; Working with known designers, Visualization, Joint visits, Involving the users, Existing users, SMART methodology and Expert choice.

	= The briefing process =		= The briefing process =

S133554 at 11:23, 19 June 2017

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	== SMART methodology ==		== SMART methodology ==

	The SMART methodology<ref name="SMART"> </ref>, as explained by Stuart D. Green, is a method used for minimizing the mathematical complexity while maximizing the user involvement and understanding. The aim of the method is to involve all the users and create a common understanding of problem and find a preferred solution. The users create a value tree, as seen on figure 2, which represents a hierarchy of the needed design solutions. The value tree is created through discussion and agreement on which nodes are the most important and thereby creating a hierarchy. The weighting and structure of the value tree is adjusted until some sort of agreement between the users is reached.		The SMART methodology<ref name="SMART"> </ref>, as explained by Stuart D. Green, is a method used for minimizing the mathematical complexity while maximizing the user involvement and understanding. The aim of the method is to involve all the users and create a common understanding of the problem(s) and find the preferred solution(s). The users create a value tree, as seen on figure 2, which represents a hierarchy of the needed design solutions. The value tree is created through discussion and agreement on which nodes are the most important and thereby creating a hierarchy. The weighting and structure of the value tree is adjusted until some sort of agreement between the users is reached. This method can give the designer an overview of the desired facilities in the building, but doesn't tell the designer how the client prefer the design to be. It can also end up being to superficial for the designer to get any help out of the value tree. The SMART method also requires that the involved users can come to an agreement on which facilities are of most value.

	== Expert choice ==		== Expert choice ==

	A method called the Expert choice<ref name="SMART"> </ref> was developed by a mathematician at the University of Pittsburgh called Thomas L. Saaty. He believed that the best way for the client to make decisions and to brief the designer was by making an analytical hierarchy process. <span class="plainlinks"> [http://apppm.man.dtu.dk/index.php/Risk_assessment The hierarchy tree]</span> , as seen on figure 3, consists of 3 levels where the first level is the goal node, the second level is the criteria nodes and the third level is the sub-criteria nodes. As a fourth level there can be made some alternatives of the priorities or of different locations. By evaluating the importance of each node and all the alternatives it should be possible for the client to make the "Expert choice" of what is most important for the building.		A method called the Expert choice<ref name="SMART"> </ref> was developed by a mathematician at the University of Pittsburgh called Thomas L. Saaty. He believed that the best way for the client to make decisions and to brief the designer was by making an analytical hierarchy process. <span class="plainlinks"> [http://apppm.man.dtu.dk/index.php/Risk_assessment The hierarchy tree]</span> , as seen on figure 3, consists of 3 levels where the first level is the goal node, the second level is the criteria nodes and the third level is the sub-criteria nodes. As a fourth level there can be made some alternatives of the priorities or of different locations. By evaluating the importance of each node and all the alternatives it should be possible for the client to make the "Expert choice" of what is most important for the building. This method also has the limitation of only giving the designer an overview of the desired facilities and not a more thorough description of the client's desires. It also requires the client to have enough knowledge about constructions to make alternative wishes.

	= References =		= References =

S133554: /* Expert choice */

2017-06-19T11:00:37Z

Expert choice

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	== Expert choice ==		== Expert choice ==

	A method called the Expert choice<ref name="SMART"> </ref> was developed by a mathematician at the University of Pittsburgh called Thomas L. Saaty. He believed that the best way for the client to make decisions and to brief the designer was by making an analytical hierarchy process. <span class="plainlinks"> [http://apppm.man.dtu.dk/index.php/Risk_assessment The hierarchy tree]</span> , as seen on figure 3, consists of 3 levels where the first level is the goal node, the second level is the criteria nodes and the third level is the sub-criteria nodes. As a fourth level there can be made some alternatives of the priorities or of different locations. By evaluating the importance of each node and all the alternatives it should be possible for the client to make the ''Expert choice'' of what is most important for the building.		A method called the Expert choice<ref name="SMART"> </ref> was developed by a mathematician at the University of Pittsburgh called Thomas L. Saaty. He believed that the best way for the client to make decisions and to brief the designer was by making an analytical hierarchy process. <span class="plainlinks"> [http://apppm.man.dtu.dk/index.php/Risk_assessment The hierarchy tree]</span> , as seen on figure 3, consists of 3 levels where the first level is the goal node, the second level is the criteria nodes and the third level is the sub-criteria nodes. As a fourth level there can be made some alternatives of the priorities or of different locations. By evaluating the importance of each node and all the alternatives it should be possible for the client to make the "Expert choice" of what is most important for the building.

	= References =		= References =

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2017-06-19T10:32:33Z

Existing users

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	== Existing users ==		== Existing users ==

	In line with the idea of involving the future users of the building the client could also involve users of existing similar buildings to gain knowledge of the needed facilities. By asking existing users of their experience with the facilities the client is able to harness the wisdom of a large group and thereby makes it easier for the designer to avoid what these users’ have experienced as problems. Existing users can be a nice substitute for the future users, because sometimes the future users of the building are unknown for the client. On the other hand it can be difficult for the client to find users.		In line with the idea of involving the future users of the building the client could also involve users of existing similar buildings to gain knowledge of the needed facilities. By asking existing users of their experience with the facilities the client is able to harness the wisdom of a large group and thereby makes it easier for the designer to avoid what these users’ have experienced as problems. Existing users can be a nice substitute for the future users, because sometimes the future users of the building are unknown for the client. On the other hand it can be difficult for the client to find users of existing buildings that are similar to what the client wants to build and the users might not be motivated to participate in a survey where they can't see any benefits for them self.

	== SMART methodology ==		== SMART methodology ==

S133554: /* Existing users */

2017-06-19T10:09:55Z

Existing users

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	== Existing users ==		== Existing users ==

	In line with the idea of involving the future users of the building the client could also involve users of existing similar buildings to gain knowledge of the needed facilities. By asking existing users of their experience with the facilities the client is able to harness the wisdom of a large group and thereby makes it easier for the designer to avoid what these users’ have experienced as problems. Existing users can be a nice substitute for the future users, because sometimes the future users of the building are unknown for the client.		In line with the idea of involving the future users of the building the client could also involve users of existing similar buildings to gain knowledge of the needed facilities. By asking existing users of their experience with the facilities the client is able to harness the wisdom of a large group and thereby makes it easier for the designer to avoid what these users’ have experienced as problems. Existing users can be a nice substitute for the future users, because sometimes the future users of the building are unknown for the client. On the other hand it can be difficult for the client to find users.

	== SMART methodology ==		== SMART methodology ==

S133554 at 10:00, 19 June 2017

2017-06-19T10:00:18Z

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	The client’s expectations of their new building are sometimes different from what they get at the end of the project. This can be due to the lack of sharing information between the client and the designer in the briefing process and thereby creating a briefing problem. The briefing problem can be illustrated by the Johari Window, which shows the need for the client to give the designer thoroughly feedback and disclose the expectations of the building. This can sometimes be a problem if the client holds some part of the information privately, which may be due to a number of reasons e.g. the client doesn’t have the capabilities to communicate its desires clearly to the designer. On the other hand the designer may also withhold information for the client, because of several reasons like: the designer doesn’t think the information is relevant for the client. The briefing process can be optimized by using one of the formal briefing models that are available just as the feedback and the disclosure process can be stimulated through a number of different ways. By optimize the briefing process as well as the feedback and the disclosure process it is possible to avoid the briefing problem. The feedback and the disclosure process can be stimulated through different techniques. E.g. by; Working with known designers, Visualization, Joint visits, Involving the users, Existing users, SMART methodology and Expert choice.		The client’s expectations of their new building are sometimes different from what they get at the end of the project. This can be due to the lack of sharing information between the client and the designer in the briefing process and thereby creating a briefing problem.

			The briefing problem can be illustrated by the Johari Window, which shows the need for the client to give the designer thoroughly feedback and disclose the expectations of the building. This can sometimes be a problem if the client holds some part of the information privately, which may be due to a number of reasons e.g. the client doesn’t have the capabilities to communicate its desires clearly to the designer. On the other hand the designer may also withhold information for the client, because of several reasons like: the designer doesn’t think the information is relevant for the client.

			The briefing process can be optimized by using one of the formal briefing models that are available just as the feedback and the disclosure process can be stimulated through a number of different ways. By optimize the briefing process as well as the feedback and the disclosure process it is possible to avoid the briefing problem. The feedback and the disclosure process can be stimulated through different techniques. E.g. by; Working with known designers, Visualization, Joint visits, Involving the users, Existing users, SMART methodology and Expert choice.

	= The briefing process =		= The briefing process =

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Annotated bibliography

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	The book is written by Graham Winch and is about managing construction projects. Chapter 9 in it self deals with the problems and possible solutions that occur in the beginning process of a construction project. The chapter focus on managing the process where the client and the designer meets to establish the client's desires and expectations for the construction and how to solve these desires through briefing and design.		The book is written by Graham Winch and is about managing construction projects. Chapter 9 in it self deals with the problems and possible solutions that occur in the beginning process of a construction project. The chapter focus on managing the process where the client and the designer meets to establish the client's desires and expectations for the construction and how to solve these desires through briefing and design.


	- For more information of the user involvement, it is suggested to read: ''S. Emmitt, M. Prins, A.D. Otter (2009), "Architectural Management: International Research and Practice" Chapter 8 "User Involvement and the Role of Briefing", Wiley-Blackwell, United Kingdom''.		- For more information of the user involvement, it is suggested to read: ''S. Emmitt, M. Prins, A.D. Otter (2009), "Architectural Management: International Research and Practice" Chapter 8 "User Involvement and the Role of Briefing", Wiley-Blackwell, United Kingdom''.

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	[[File:JohariWindow.png\|300px\|thumb\|border\|right\|Figure 1: Illustration of the Johari Window with the four different information boxes and which tools can be used to get the information shared.<ref name="Graham Winch"> Graham M. Winch. ''Managing Construction Projects''. Chapter 9 "Defining Problems and Generate Solutions". Second Edition. 2010. </ref>]]		[[File:JohariWindow.png\|300px\|thumb\|border\|right\|Figure 1: Illustration of the Johari Window with the four different information boxes and which tools can be used to get the information shared.<ref name="Graham Winch"> Graham M. Winch. ''Managing Construction Projects''. Chapter 9 "Defining Problems and Generate Solutions". Second Edition. 2010. </ref>]]
	If a construction project has to end well for the client and it can be called for a success it is critical for the client and the designer to have a successful briefing process. The briefing process often ~~starts off~~ a project and if it is done well, the end result will have a high probability of satisfying the client, because the process involves understanding the client's desires and solving them in a way where the resulting product meets the client's vision of the project. But there is often encountered some problems in the briefing process, because of the poor guidance and knowledge of the client, while the designer have difficulties in understanding the client's needs and explaining the different design options for the client. By using some methods to improve the process it is possible for the briefing process to ensure good quality and avoiding of additionally cost.<ref name="Cooper"> D. Bouchlaghem, Y. Rezgui, M. Hassanen, G. Cooper, D. Rose. ''IT tools and support for improved briefing''. http://www.irbnet.de/daten/iconda/CIB20104.pdf. Retrieved 11 June 2017. </ref>		If a construction project has to end well for the client and it can be called for a success it is critical for the client and the designer to have a successful briefing process. The briefing process is often the beginning of a project and if it is done well, the end result will have a high probability of satisfying the client, because the process involves understanding the client's desires and solving them in a way where the resulting product meets the client's vision of the project. But there is often encountered some problems in the briefing process, because of the poor guidance and knowledge of the client, while the designer have difficulties in understanding the client's needs and explaining the different design options for the client. By using some methods to improve the process it is possible for the briefing process to ensure good quality and avoiding of additionally cost.<ref name="Cooper"> D. Bouchlaghem, Y. Rezgui, M. Hassanen, G. Cooper, D. Rose. ''IT tools and support for improved briefing''. http://www.irbnet.de/daten/iconda/CIB20104.pdf. Retrieved 11 June 2017. </ref>

	== The Johari Window ==		== The Johari Window ==

	In the beginning of a project the probability of misunderstanding each other is quite high. To reduce this problem it can be a good idea to visualize the problem by drawing <span class="plainlinks"> [http://apppm.man.dtu.dk/index.php/Managing_Group_Development_using_the_Johari_Window the Johari Window]</span>.<ref name="Johari Window"> Alan Chapman. ''Johari Window Model''. http://www.businessballs.com/johariwindowmodel.htm. Retrieved 19 June 2017 </ref> The Johari window, as seen on figure 1, illustrates all of the information of the project by splitting the information in four boxes. The four boxes is called; Shared, Blind, Private and Unknown. By getting as much as possible of the information to the shared box, the problem of misunderstanding is reduced. This can be done with feedback, disclosure and certainty. The feedback and the disclosure process is a way to stimulate the briefing process, while the certainty process is done by self-discovery by the client, observations by the designer and shared-discoveries by both the client and the designer.		In the beginning of a project the probability of misunderstanding each other is quite high. To reduce this problem it can be a good idea to visualize the problem by drawing <span class="plainlinks"> [http://apppm.man.dtu.dk/index.php/Managing_Group_Development_using_the_Johari_Window the Johari Window]</span>.<ref name="Johari Window"> Alan Chapman. ''Johari Window Model''. http://www.businessballs.com/johariwindowmodel.htm. Retrieved 19 June 2017 </ref> The Johari window, as seen on figure 1, illustrates all of the information of the project by splitting the information in four boxes. The four boxes is called; Shared, Blind, Private and Unknown. By getting as much as possible of the information to the shared box, the problem of misunderstanding each other is reduced. This can be done with feedback, disclosure and certainty. The feedback and the disclosure process is a way to stimulate the briefing process, while the certainty process is done by self-discovery by the client, observations by the designer and shared-discoveries by both the client and the designer.

	* Shared/public: Information that is known and understood by both parties.		* Shared/public: Information that is known and understood by both parties.
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	= Annotated bibliography =		= Annotated bibliography =

	- For further general information of the briefing problem, it is suggested to read: ''Winch, Graham (2010), "Managing Construction Projects. An Information Processing Approach" Chapter 9 "Defining Problems and Generating Solutions" Second Edition, Wiley-Blackwell, United Kingdom''.		- For further general information of the briefing problem, it is suggested to read: '''Winch, Graham (2010)''', ''"Managing Construction Projects. An Information Processing Approach" Chapter 9 "Defining Problems and Generating Solutions" Second Edition, Wiley-Blackwell, United Kingdom''.

	The book is written by Graham Winch and is about managing construction projects. Chapter 9 in it self deals with the problems and possible solutions that occur in the beginning process of a construction project. The chapter focus on managing the process where the client and the designer meets to establish the client's desires and expectations for the construction and how to solve these desires through briefing and design.		The book is written by Graham Winch and is about managing construction projects. Chapter 9 in it self deals with the problems and possible solutions that occur in the beginning process of a construction project. The chapter focus on managing the process where the client and the designer meets to establish the client's desires and expectations for the construction and how to solve these desires through briefing and design.


	- For more information of the user involvement, it is suggested to read: ''S. Emmitt, M. Prins, A.D. Otter (2009), "Architectural Management: International Research and Practice" Chapter 8 "User Involvement and the Role of Briefing", Wiley-Blackwell, United Kingdom''.		- For more information of the user involvement, it is suggested to read: '''S. Emmitt, M. Prins, A.D. Otter (2009)''', ''"Architectural Management: International Research and Practice" Chapter 8 "User Involvement and the Role of Briefing", Wiley-Blackwell, United Kingdom''.

	The book is written by Stephen Emmitt, Matthijs Prins and Ad den Otter and is about architectural management. Chapter 8 in it self deals with the briefing process and especially about user involvement. The chapter focus on how it's possible to involve users and which role user involvement can have for the briefing process. The chapter include examples from the real life and compare the use of user involvement in United Kingdom with the use of user involvement in the Scandinavian countries.		The book is written by Stephen Emmitt, Matthijs Prins and Ad den Otter and is about architectural management. Chapter 8 in it self deals with the briefing process and especially about user involvement. The chapter focus on how it's possible to involve users and which role user involvement can have for the briefing process. The chapter include examples from the real life and compare the use of user involvement in United Kingdom with the use of user involvement in the Scandinavian countries.


	- For more information about the SMART methodology and Expert choice, it is suggested to read: ''J.M. Smith, R. Kenley, R. Wyatt, (1998). "Evaluating the client briefing problem: an exploratory study", Engineering, Construction and Architectural Management, Vol. 5 Issue: 4, pp. 387-398, http://dx.doi.org/10.1108/eb021091, viewed on: 06 June 2017.''		- For more information about the SMART methodology and Expert choice, it is suggested to read: '''J.M. Smith, R. Kenley, R. Wyatt, (1998)''', ''"Evaluating the client briefing problem: an exploratory study", Engineering, Construction and Architectural Management, Vol. 5 Issue: 4, pp. 387-398, http://dx.doi.org/10.1108/eb021091, viewed on: 06 June 2017.''

	A paper with the aim to present and test three potential client briefing techniques. In the paper the authors describing the briefing problem, some potential problem-solving techniques and their test with these techniques. The SMART methodology and the expert choice is presented under the section of potential problem-solving techniques.		A paper with the aim to present and test three potential client briefing techniques. In the paper the authors describing the briefing problem, some potential problem-solving techniques and their test with these techniques. The SMART methodology and the expert choice is presented under the section of potential problem-solving techniques.


	- For more information about tools and solutions to improve the briefing process, it is suggested to read: ''D. Bouchlaghem, Y. Rezgui, M. Hassanen, G. Cooper, D. Rose (1998). "IT tools and support for improved briefing", http://www.irbnet.de/daten/iconda/CIB20104.pdf, viewed on: 11 June 2017.''		- For more information about tools and solutions to improve the briefing process, it is suggested to read: '''D. Bouchlaghem, Y. Rezgui, M. Hassanen, G. Cooper, D. Rose (1998)''', ''"IT tools and support for improved briefing", http://www.irbnet.de/daten/iconda/CIB20104.pdf, viewed on: 11 June 2017.''

	This paper defines and describe the briefing process along with creating an overview of the current technology used by the industry in the briefing process. The paper also introduces five key areas that can be used to improve the briefing process. The five key areas described in the paper is called: Communication, Information capture, Information referencing, Information representation and change management.		This paper defines and describe the briefing process along with creating an overview of the current technology used by the industry in the briefing process. The paper also introduces five key areas that can be used to improve the briefing process. The five key areas described in the paper is called: Communication, Information capture, Information referencing, Information representation and change management.