EPISODE: 005 - STAGE 3 - SPATIAL COORDINATION

BYTNAR - TALKS

EPISODE 005 - STAGE 3 - SPATIAL COORDINATION

This episode is for people who want to know more about the process of project design and delivery.

If you ask yourself questions:

• How to build consensus across design teams?

• Is this the right time for the Planning Application?

• What else do we need to consider, perhaps we identified specialist item designs?

• What should we consider when it comes to tendering costs and is it in line with our budget?

• What other strategic aspects should we consider?

• How are we going to approach In-Depth Definition?

This episode should give you a broad idea of how the project design gains momentum in Architecture Engineering or Construction as we define what is going to be built.

LET'S TALK ABOUT YOUR PROJECT

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This is Bytnar Talks – The Engineer Takes on Construction, Episode 5

Hi, I'm Piotr Bytnar. Each day, I help my clients plan and design building projects through Bytnar Limited, a consulting Chartered Structural Engineers practice.

My biggest passion, and the cornerstone on which I've built my business, is finding clever solutions for construction projects. I am a Chartered Structural Engineer and a budding software developer, so you can rest assured that I will strive to talk about the best practices and the use of new technologies in the industry.

And if you're embarking on a construction project—or are involved in planning, designing, and building the world around us—you'll find this podcast useful.

In this episode, I will talk about Stage Three of the RIBA and IStructE Plan of Work.

🎵 [Music]

Hi, and how are you guys? Welcome back to the new episode of Bytnar Talks.

I must admit—time flies. It feels like just the beginning of the year and the release of the first episode, and now we are nearly halfway through February. And I am super excited to deliver this episode to you.

It feels like a standard thing to do now—to sit down every Sunday afternoon to compose a new episode. For my friends—for you.

It almost seems as if I’ve been doing this for a long, long time now—and I am glad to have you back here.

I love and respect all of your in-person feedback, and I hope you can hear it takes on a live form with every next episode.

I wonder—why are you shy to share it openly on platforms like LinkedIn, Facebook, or otherwise? But I know, the AEC industry is not marketing and sales, so people are a bit introverted and shy. But come on, guys—we need to talk. Without industry-wide and loud conversations, we will not improve one bit.

But if you're new to this podcast and wondering what this guy is all about, I’m now talking about the industry-wide process of construction project design and development called the Plan of Work.

In the first episode, I gave you an overview of all eight stages of that process. And now, we are at Stage Three – Spatial Coordination—which is actually the fourth step in the process, as stages start from Stage Zero all the way down to Stage Seven.

Confused enough? Don’t be! You can always return to past episodes to understand more about it.

In Episode One, I showed you an overview of the process. Then, I talked about pre-design and design stages in Episodes Two and Three.

Last time, I started the design part of the process with Stage Two, called Concept Design, where I emphasized the importance of collaboration between architects, engineers, and contractors to identify the right concept we can and want to develop.

🎵 [Music]

Today, I will talk about the stage of the process that deals with the development of the concept design.

At this stage, we take the rules of thumb and general layout, and agree on the start—quote "final" end quote—brief everyone agrees on. It ensures the architectural vision and required function play correctly with the fire safety, structural, mechanical, electrical, and plumbing considerations for the project, and is capable of discharging all building regulations.

In the next part of this episode, I’ll tell you in more detail what this stage is all about.

I will tell you what this stage is in a gist, and six things to consider, which are:

1. Consensus building

2. Preparation for planning application

3. Identification of specialist item designs

4. Reflection on tendering costs

5. Strategic planning

6. Setting the stage for in-depth definition

So without further ado—let’s dive into it.

🎵 [Music]

Okay, so what is the stage in a gist?

Spatial Coordination is pretty much what it says on the tin—but a little bit more than that.

It is RIBA Stage Three, which ensures that the structural design aligns seamlessly with the architectural vision, promoting not only structural integrity but also an aesthetically pleasing and functional built environment.

Effective communication and collaboration between architects and structural engineers are paramount to achieving a harmonious integration of design elements during this critical phase of the project.

This stage is all about reaching a consensus on major aspects of the build and making sure the proposal is as correct as possible, leaving only minor changes to be addressed at Stage Four.

At this stage, all specialist item designs should be identified for delivery at the next stage, and the design should be ready for the planning application.

This stage is not yet the stage where the project should be costed for tendering—but often it is now, depending on the chosen procurement route. Such an approach will often result in major surprises down the line.

This stage is also the stage where most strategies for the delivery of the project should be ironed out and put in place to drive further in-depth definition of the project. There are many strategies to be considered—like sustainability, inclusivity, health and safety, etc.—but each, in its own terms, is so broad, it’s broad enough to call for a separate episode (or several). So I will not go into too much detail about them here—but you can be certain that I will eventually talk about each and every single one of them in future podcasts.

So, what are the six things to consider?

The six things that I picked up—and I think they’re important to discuss here above anything—now, let’s start with the first one.

1. Consensus Building

Stage Three involves extensive collaboration among stakeholders, architects, and structural engineers to solidify a shared vision for the project—the vision agreed upon in Stage Two: Concept Design.

This is not the place to change the brief—but to assure that the concept was correct, and to establish:

Size

Place

Orientation of critical elements

Load-carrying paths

Stability systems

Structural–foundation interaction

Possible differential movement of elements

This is the time where key decisions related to spatial layouts, structural systems, and architectural features are made—fostering alignment among all contributors.

Once we get the consensus on the most important parts of it—which are the architectural concept and the structural one—we can move on with the definition of the project.

2. Preparation for Planning Application

So, one of the other points to consider within that stage is preparing the project for planning application.

Preparation for planning application is a pivotal objective of Stage Three.

The goal is to prepare the design for the planning application process, making sure the threshold of required information is reached, and that the building will not require substantial redesign—if any at all—at a later stage.

All major components, specifications, and strategies are or should be identified and refined to meet regulatory requirements, laying the groundwork for necessary approvals. This includes:

Consideration for higher-risk buildings

Starting the Golden Thread of information

Meeting the requirements of Gateway One

So we need to look ahead toward the planning application. We need to have the design ready for it—with all of the nitty-gritty.

There may be some outstanding things to consider later on—but these may be managed by putting conditions in the planning process. So not everything has to be ironed out at this stage—there may be some play area when you go out and submit your planning application.

But most of it—especially the important stuff like fire, structure, the architectural concept—they all should be approved, coordinated, and put through into the planning permission submission.

3. Identification of Specialist Items

Another very important part here is—as I think you can already gather from what’s involved within this stage—we’re not going into the nitty-gritty of every single thing. We’re talking about the major aspects of the development that need to be coordinated and agreed upon within this stage.

So it is very important—and it is Point Three on my list—to identify all of the specialist items.

All of those specialist things that will need to be designed later on—we need to identify them now. Specialist items crucial to the project should be programmed. Their design and coordination should be part of the execution plan of the project.

This allows these aspects to be coordinated prior to the designs hitting the construction phase.

This includes:

Specific structural elements

Detailing of structural systems like steel connections, reinforcement detailing

Glass structures, balustrades, stairs

HVAC (heating, ventilation, and air conditioning)

Overhead plumbing

Mechanical and electrical elements

At this point, a general appreciation of possible details and the required space for such elements needs to be agreed on—and checked for clashes with main elements. This helps avoid future meddling with key components during stages that should be focused only on technical and in-depth considerations.

Obviously, we won’t know everything at this stage—like exact plumbing layouts—but we can and should assign space for this to happen, for example: underneath ceilings, overhead voids, dedicated service zones flows or whatnot—but you get the gist. We need to think about it, we need to assign space for it, and think about how it’s going to play with all of the other elements so we can be certain main critical parts will remain unchanged when we move to the next stages of the delivery process.

And here we get to the cautionary point—caution on the aspects of tendering.

You see, while Stage Three is not traditionally the phase for sending the project out for tendering, the nature of the beast in project delivery behaves somewhat rushed—and people often think the level of detail suffices for the purpose.

Often, full specifications are not ready, nor are the scopes of work defined in detail. So, caution is advised here, as depending on the procurement route chosen, premature costing may lead to unexpected surprises later in the project timeline.

And as you can probably guess right—inflation of costs.

And finally, the part that is being further developed in this stage—I like to call those things strategic planning.

You see, Stage Three serves as a strategic planning juncture, where the overall strategies for project delivery are finalized. Each and every single one of these is broad enough, as I mentioned before, to justify separate episodes—so I’ll just mention them in brief.

We need to think about:

Fire strategy

Structural design

Coordination

Clearances, tolerances, and dimensional performance of elements and systems as a whole

CDM regulations

Health and safety

Cost planning

Change control

Sustainability deliverables

Building regulations compliance

Performance specification

...just to name a few.

This list isn’t exhaustive by any means. Every project will have a variety of different strategies, things to consider and plan on. But these are typical for most projects.

You see, some people may think CDM (Construction Design and Management) regulations only apply to certain types of projects—maybe ones of a particular size or complexity—but in fact, CDM is applicable to all construction projects.

And we need to think about safety and the delivery of projects, whether they’re small or large. The difference lies in the bureaucracy of the process. If the building is a little bit bigger, then we need to notify the Health and Safety Executive and perhaps do things in a more involved fashion.

Also, decision-making regarding construction methods, scheduling, and risk mitigation strategies is initiated here to guide the subsequent phases of the project.

6. Setting the Stage for In-Depth Definition

The sixth thing to consider is what I call setting the stage for in-depth definition.

What I mean by that is—setting the stage for the stage. What a mumbo-jumbo, isn’t it? But never mind—you get it.

Critical strategies put in place during Stage Three drive the in-depth definition of the project in subsequent stages. This sets the trajectory for a more detailed and refined project definition.

It sets the target and specifications for the next steps—ensuring a smoother transition into construction phases and delivery of specialist designs.

That was a tough one—I had to write it down and read it to you, because yeah—it is a bit mumbo-jumbo. But that’s what it is. This stage sets the stage for in-depth definition of the project.

So if we don’t have things well set and coordinated at that stage, you can imagine what sort of mess will come in the next stage—when we get into the detailing of structures and start experiencing clashes between different parts of the build.

So, that would be it. That would be the six points that I generally think should be considered and thought about in every single project.

But obviously, they can be more or less involved, depending on the type of project.

🎵 [Music]

So, here you have it.

At its core, Stage Three is about fine-tuning the blueprint agreed upon in Stage Two, ensuring that the structural and architectural elements harmonize seamlessly.

This stage is not a playground for major changes, but a platform to solidify the shared vision—addressing critical elements like load paths, stability systems, and spatial orientation of elements and entire systems.

I identified six key considerations, which are:

1. Consensus Building

Stage Three kicks off with extensive collaboration, cementing the shared vision established in Stage Two: Concept Design. It’s not about changing the brief now, but about aligning on critical aspects such as spatial layout, structural systems, and architectural features

2. Preparation for Planning Application

A pivotal objective is the preparation for the planning application—ensuring that the design meets regulatory requirements. This stage acts as the gatekeeper, setting the threshold for necessary approvals and laying the groundwork for the Golden Thread of information.

3.      Identification of Specialist Item Designs

Specialist items crucial to the project—from structural elements to HVAC systems—are identified and programmed during Stage Three. The goal is to coordinate these aspects before hitting the construction phase, avoiding clashes with main elements.

4.      Caution on Tendering

While not the typical tendering phase, Stage Three often sees premature attempts at costing. Caution is advised, as incomplete specifications may lead to surprises down the project timeline—most commonly, inflated costs.

5.      Strategic Planning

Stage Three serves as the nexus for finalizing overarching strategies—from fire safety and structural design to health and safety considerations. Decision-making on construction methods and risk mitigation strategies also takes center stage here.

6.      Setting the Stage for In-Depth Definition

Critical strategies laid out in Stage Three propel the in-depth definition of the project in subsequent stages.This paves the way for a more detailed and refined project definition, setting the target for a smoother transition into construction phases.

As we conclude this journey through the heart of RIBA Stage Three, remember—it’s not just about architectural and engineering intricacies.

It’s a phase where collaboration, careful planning, and alignment set the trajectory for successful project delivery.

Okay, that’s it from me for this episode.

Stay tuned for more insights into the dynamic world of architecture, structural engineering, and construction planning, design, and delivery.

🎵 [Music]

All right, a few words from me, guys.

Thanks—a lot—for tuning in.

I think you can appreciate where the process is gently leading us: step-by-step, defining the project in more detail as we go.

I very often come across planning applications that are made earlier than Stage Three, which then struggle to be fulfilled—taking into consideration all the aspects of the build.

Do not get me wrong—it is very often cost-effective to go out with planning at the concept design stage, but such needs to be—from an information point of view—on the level of Stage Three.

What I mean by that: it usually is the case when architectural services are provided by non-competent people, and such designs are then impossible to deliver on site, as they do not take into consideration:

    Structural ramifications

    Buildability aspects

    Possible methods of erection

    Building regulations

...and the list goes on.

Such designs are sent to the planning office for approval—but it is not the planning office’s responsibility to check whether such a proposal is fit for purpose.

It is more to determine whether the proposal is fit for the circumstance.

At Bytnar, we often help clients untangle themselves from the peril of ill-defined concepts and make sure the building can be built safely and in accordance with current legislation.

But frankly—we much prefer to be involved from the word go, where we can achieve the magic that our clients are used to.

Interestingly enough, many such projects come our way after being taken by an engineer to develop further.

But these are then ill-defined from the concept, and more often than not, coordination between architecture and engineering is missing.

The poor client is happy that they have saved on the architect and the engineer—oblivious to the fact that the contractor will now take that project and try to make the most out of it.

Usually blaming both sides—architects and engineers—for all the additional costs, which will be transferred to the client, of course.

However, sometimes we’re dealing with a better contractor, who’s well-versed in the game.

And they usually contact Bytnar for help.

In such circumstances, we go back to principles, and deliver designs that save the client a small fortune—and make construction better for the owner, the planet, and the contractor to build.

How much do they usually save, you ask?

Well—I don’t think I’m quite comfortable sharing company secrets, but let’s just say... it’s usually enough to pay for our involvement.

And then some.

Anyway, I do not want this to be a sales speech.

But I want you to know, my dear listener, that it is important to approach competent people who recognize the industry standard process and its elements—so you can benefit from the best definition of your project from the word go.

We like to say, “Paper will take it all.”

Whatever you write, whatever you draw—paper will take it all.

But whether it can actually be built—that’s a completely different story.

I hope you’ve found something useful in this episode.

I look forward to sharing more insights with you in future episodes.

As always—reach out to me on LinkedIn, email me, or message me on Facebook.

I will always reply to you. You will always be welcome, whatever you say, whatever you comment.

We like to hear your voice.

I’ll end this with the standard call to you:

Please voice up your opinion. I want to hear from you.

Toodloo! 👋

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Piotr Bytnar BEng (Hons) MSc CEng MIStructE

Chartered Structural Engineer who deals with the Architecture of buildings. His Master's Studies led him to an in-depth understanding of risk and contract arrangements in construction as well as specialist knowledge in soil mechanics.

He and his team help homeowners and property developers to design and deliver construction projects reducing waste in time and the cost. He believes that the construction project is an iterative process that can be well managed and it is best managed if all the aspects of the project definition and management are dealt with in-house or coordinated by one organisation. His team works to all stages of RIBA and ISTRUCTE stages of work and enables contractors to deliver projects on-site providing risk evaluations, methodologies for execution of works and temporary works designs.

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