As mentioned previously, different kinds of projects call for different kinds of briefing processes. A complex hospital project, for instance, will require a more elaborate approach than a small school renovation. This makes it difficult to develop generic how-to guidelines. There are, however, a number of general success factors that are relevant to almost any project. Nevertheless, it should be said beforehand that most of these are fairly obviousperhaps even no brainers. But that does not make them any less relevant because practice often falls short on the most basic of recommendations. It happens all too often that users feel left out of the process and not listened to. Design teams complain about overly detailed briefs that ignore their competences and curtail their design freedom. Project managers are frustrated over constant changes that mess up their budget and planning. And brief writers feel that their work is ignored by the design team.To counter these and other practice-related briefing problems, this chapter presents ten general recommendations:-Formulate clear project objectives-Distinguish between needs and wishes-Think about the future-Involve users-Communicate with clarity-Think about performance-Link the brief to a budget-Test design proposals against the brief-Discuss the brief with the design team-Manage changes to the brief53