To optimise final building design through recognising and encouraging an integrated design process and robust stakeholder engagement.

• Identify variation in stakeholder needs, so maximising benefits and acceptability of the project in operation to users and those affected by it.
• Enhanced project team integration and efficiency.
• Helping to achieve project targets and maximise opportunities for project performance.
• Minimise risks to project performance, delays and cost arising as a result of ongoing design development and project changes.
• Help to meet performance expectations in operation and so minimise the risks of a performance gap.

Early stakeholder engagement ensures that key project stakeholders are identified and engaged to determine end user requirements and operational adaptability, allowing them to be taken into account throughout the project.

Research1Heravitorbati A, Coffey V, Trigunarsyah B, Saghatforoush E. Evaluating the influences of stakeholder management on construction project quality. In: Proceedings of first International Construction Business & Management Symposium. University Teknologi Malaysia, Kuala Lumpur; 2011. highlights that when project stakeholders are not satisfied with the project management quality of the final project, the project team will need to adjust the scope, time and cost to meet stakeholder requirements and expectations on quality issues.

Adopting integrated design and engagement processes has been demonstrated to result in improved operational performance, greater project efficiencies, and reduced risks to performance, time and cost.

Following an integrated design process, maximises the opportunities for performance and minimises risks of design conflicts appearing later on in a project when risks to time and cost are higher.