Briefing from a facilities management perspective

Purpose: To identify the management tools and variables that impact briefing, assess the nature of current briefing practices, review the need for more structured techniques and determine the place of facilities management in briefing.Design/methodology/approach: A detailed literature review to analyse and critique the briefing process was followed by a brainstorming session to explore relevant technical frameworks. A questionnaire survey investigated opinions of structured approaches to briefing.Findings: The facilities manager operating within the strategic framework of the client organisation and having the necessary skills is a natural choice as brief writer. Facilities managers’ involvement is not strongly reflected in this research, indicating perhaps that they do not consider briefing a natural role or that they do not possess the skills for its undertaking. It is concluded that while briefing remains an unstructured investigative process, the skills for which are learned through experience, then architects and project managers will continue to dominate the activity.Practical implications: Currently, briefing is unstructured, iterative, and uses a variety of media for its exposition. More formalised processes recognising strategic and project briefing are advocated in the literature. Options for improvement include a structured approach to investigative briefing and facilitated value management.Originality/value: The limited involvement of facilities managers in briefing prompted this research. This paper identifies the structure and variables impacting the briefing process and concludes with options for formalised approaches to briefing.Department of Building and Real Estat