Manage changes to the brief. Ideally, the brief is a fixed and frozen document because, as any project manager knows, changes to the brief usually mean delays and rework. In practice, this ideal is hard to achieve. In almost any project, briefing is an iterative, change-ridden process. It could hardly be otherwise given that briefing typically takes place in the early phases of a project when much is still unknown and uncertain. As pointed out earlier, novice clients in particular may have difficulties with predicting what they want from the project at an early stage. Having little prior experience, they are likely to develop and adjust many of their ideas once they see the first design proposals (This is not really what I had in mind or This is a great idea). It should be said, however, that even professional clients have a habit of making changes to the brieffor example, backtracking on earlier ambition levels when budgets have to be tightened.A thorough briefing process will help to avoid having to make many such changes, but change cannot be ruled out completely. As the project progresses, new insights will emerge, circumstances will change and errors will surface. And it does not make sense to ignore such developments in the brief. An overly rigid approach would render the briefing and design process hostage to decisions that were made at a time when the project was still in its infancy, which may lead to suboptimal solutions. So, the recommendation is to manage change rather than to prevent or ignore it. A good way to manage change is to take a phased approach to briefing (see Sequence, page 24). The brief is then developed step-by-step, in parallel to the design process, providing briefing information on an as needed basis. This provides the client with the opportunity to make changes to those parts of the brief that have yet to be incorporated into the design. As the project progresses, the window of opportunity for making changes should get smaller as the practical and financial implications of changes grow.Furthermore, it is advisable to have a formal change procedure. The first step in such a procedure is an assessment of the reasons for a change and its implications for the projects quality, planning and budget. Next, the proposed change should be presented to the projects leadership for formal approval. Once approved, the changes can be implemented in the brief and formally communicated to the design team.Recommendations-Establish a formal procedure for making changes to the brief.-Make an impact analysis before changes are approved, looking at quality benefits and the implications for the projects budget and planning.-Communicate the change procedure to all stakeholders.-Use change notifications to explain the nature, background and impact of changes to the design team.-Appoint a single gatekeeper who is formally responsible for making changes to the brief once it has been approved.-Structure the brief in such a way that it is possible track and trace changes. 71