b'What experts sayKurt Neubek, Practice leader of healthcare at PageKurt Neubek is firm-wide practice leader of healthcare at the international architecture & engineering firm Page Southerland Page (also known as just Page). He has been involved in numerous healthcare projects across the world and he frequently writes and lectures about his discipline.Briefs for healthcare projects are infamousDo you follow a particular briefing for being complex and extensive. How come?methodology? For people who are new to the healthcare sector,The book Problem Seeking: An Architectural project briefs can certainly be overwhelming.Programming Primer, by Pena, Parshall et al. is as It is important to understand, however, thatrelevant today as when it was first conceived more healthcare facilities exist to support the life- than 50 years ago. This methodology includes:saving work of the doctors and nurses, the use- GoalsWhat does the client want to achieve, of life-sustaining equipment, and the recoveryand Why?and wellness of patients and family members.- FactsWhat do we know? What is given? So, there are both many technical considerations- ConceptsWhat are some conceptual ideas or and important qualitative aspects. Moreover,potential strategies to achieve the goals?healthcare facilities are shaped by multiple - NeedsHow much space at what level of codes and regulations. There is simply a lot to quality is desired, and the estimated schedule be considered.and budget. Revise as needed until the scope matches the goals for schedule and budget.What makes a good brief? - Problem StatementSummarize the significant A good brief must: conditions affecting the design of the building. - Be comprehensive. Too many people, evenWhat are the general directions the design architects, are unaware that a space list is not ashould take?brief! - Be informational and inspirational. Not justThese questions should be addressed in any project. the space list and room data sheets, but qualitative information such as the clients vision,You have worked on a multitude of projects aspirations, desired flows and adjacencies, etc. across the globe. You must have seen many - Include requirements concerning the operationsdifferent types of briefs? and maintenance of the building. Too often thisYes. I have seen very extensive briefs, but I also perspective is not identified prior to design, but ithave seen extremely short and even formulaic should be.briefs, saying something like, Design the greatest - Define the requirements without limiting or undulynumber of housing units that will fit within the prejudicing a specific architectural solution. ThisFloor Area Ratio with the following proportion fosters a greater range of innovative solutions. of 1-, 2-, and 3-bedroom units. In my opinion the - Drive decisions to conclusion. Programminglatter is legitimate input to start the predesign teams should not allow unresolved programmingphase, but is inadequate output from it.decisions to remain open. No kicking the can down the road, so to speak.You also use the term requirements management in your work. Can you explain Conversely, a bad brief is one where the teamwhat that is?just takes dictation from the users. I believe itIm sure the following definition is not universal, is the responsibility of the predesign team tobut in my mind, requirements management is bring to the client information about trends,about defining requirements and then managing best practices, etc., to help them make better- the changes to those requirements. Some informed decisions.industries have a Requirements Manager for this process: a person who coordinates any proposed changes in the requirements and oversees the ripple effect that they may cause. I have rarely seen such a role identified on a building design team, but I think it would be very beneficial for complex projects.190'