In my PhD thesis I raise the claim that a main ingredient to successful design collaboration in architecture and engineering is to make sense out of the information that is provided by designers and consultants as early and comprehensively as possible. The design of buildings has become a task with such a level of complexity that a social effort is required to coordinate and integrate the various worldviews of disciplines involved. In my research I first analyse obstacles to sense-making across collaborating disciplines by investigating the worldviews and priorities of the main parties involved in the design of buildings. I then propose novel ways for exchanging knowledge and generating common understanding between design professionals during early design and I introduce the process of optioneering as one possible method to assist architectural and engineering work practice. In order to address the above issues, I have embedded myself in the engineering firm Arup in their Sydney and Melbourne offices. There, I have examined methods for communicating and integrating aspects of building performance between designers and design consultants over a period of three years. As part of my research at Arup, I have gained an understanding about the everyday requirements of design professionals for sense-making in collaborative practice.

Since its inauguration in 1948, the National Health Service (NHS) has been providing “free at the point of delivery” healthcare to all UK citizens. However, lately, there has been unprecedented concern over the capability of most NHS hospitals to demonstrate best value in providing non-clinical service to NHS Trust customers. Demonstrating value is particularly important because of the current multi-billion pound expenditure towards modernising the healthcare service estate. Consequently, the present research aimed to respond to the need to demonstrate satisfactory Whole Life Value (WLV) delivery of healthcare facilities. This has been achieved by focusing on the improvement of front-end processes of construction briefing and optioneering, where most value can be embedded before progressing onto design and construction. The study reviewed extant literature in an attempt to construct a theoretical linkage between the three concepts of WLV, strategic briefing and optioneering. In addition, through a qualitative empirical study comprising interviews, workshops observations and a detailed case study, the same concepts were investigated within the context of NHS healthcare facilities. Key findings indicated that having a specific project strategy is vital to WLV delivery; and that selecting the right project and design options is dependent on first agreeing and clarifying a clinical service model/plan with clinicians. It was also found that improved construction briefing and optioneering involves adequately defining a customised whole life solution informed through purposeful communication and engagement with relevant stakeholders in contributing towards issues that directly affect how they use a healthcare facility. Another key finding was that WLV of healthcare facilities is defined through a whole life solution which is directly linked to its usefulness or utility value realisable by service users in achieving expected clinical outcomes over the facility's design life. Therefore, through briefing and optioneering, a healthcare facility's project strategy must be directly linked with specific needs and requirements (among other things) in order to reflect exactly what the stakeholders and end-users value in a healthcare built environment in the long term. These research findings were applied to inform the formulation of a better briefing and optioneering guidance framework applicable during project definition for satisfactory WLV delivery of healthcare schemes.