Design & Delivery / GUIDE 21
Interior Design Shenzhen: Writing a Project Brief
Prepare a useful Shenzhen interior design brief with project goals, area, scope, budget, programme and decision responsibilities.
The essential idea
A useful project brief explains what the space must achieve, who will use it and what constraints shape the work. Include the premises, scope, budget, programme and decision process, while clearly marking information that is still uncertain.
The first design conversation is more productive when ambitions are supported by practical information. A brief does not need to contain every answer, but it should make the important questions visible. For an Interior Design Shenzhen commission, the starting point is a clear description of the project and the people it must serve. That gives the design team a basis for proposing an appropriate scope.
Describe the outcome before the style
Explain why the project is happening. A company may be consolidating teams, a hotel may be repositioning its guest experience or a retailer may be launching a new format. These reasons influence planning and priorities more directly than a collection of reference images.
State the desired outcomes in terms that can be discussed. Examples include separating client visits from employee work, improving the clarity of arrival or making displays easier to update. Avoid claiming a business result that the interior alone cannot guarantee. The brief should identify the design's role within the wider objective.
Assemble the premises information
Provide the address, approximate area, current condition and available drawings. State whether the project is a new fit-out, a refurbishment or part of a wider development. Include the landlord's information and any known constraints, while noting which documents need verification.
Photographs help explain the existing space but do not replace a measured survey. Label their locations where possible. If information is incomplete, record who will obtain it and when. An explicit gap is easier to manage than an assumption that everyone believes someone else has checked.
Define the users and activities
Identify employees, guests, customers, operators and support staff as appropriate. Describe how they use the space and when demand changes. Include privacy, accessibility, language and equipment needs relevant to the project.
For a Shenzhen project involving English- and Chinese-speaking stakeholders, agree how the brief and key decisions will be communicated. Use a consistent vocabulary for room names and deliverables. Important instructions should not depend on informal translation during a meeting.
Clarify the appointment and interfaces
Ask which design stages and deliverables are included. Interior planning, furniture selection, technical coordination, procurement support and site attendance are separate scope questions. Identify responsibilities for building services, structure, specialist systems and statutory submissions.
A scope table can make this clearer than a long general description.
| Item | Information to confirm |
|---|---|
| Premises | Measured area, condition and available drawings |
| Design scope | Spaces, stages and expected deliverables |
| Specialist inputs | Appointments and interface responsibilities |
| Cost plan | Included items, allowances and approval process |
| Programme | Key dates, dependencies and decision deadlines |
Use the table as a discussion tool, then record the agreed appointment in the appropriate project documents. Do not assume a broad service title includes every activity.
Share the budget and programme honestly
Provide a budget range or approved cost framework, with clear inclusions and exclusions. Furniture, IT, specialist equipment, fees and move-in costs may be treated separately. The design team needs to know how the overall allocation relates to the interior scope.
Describe the target opening or occupation date and the reasons behind it. Identify dates that are fixed and those that are preferences. A programme should allow time for surveys, decisions, approvals, procurement and completion activities. Ask the team to test feasibility rather than treating an ambition as a confirmed schedule.
Establish who makes decisions
- Name the person authorised to approve the brief.
- Identify operator, facilities and specialist reviewers.
- Agree how comments are consolidated.
- Set a process for approving samples and changes.
- Keep a record of unresolved questions.
- Define how the brief will be updated.
A good brief remains useful after the first meeting. It provides a reference when priorities compete or new requests appear. Clear updates help the team understand whether a change is a refinement of the original goal or an addition to the agreed scope.
Common questions
Do I need a complete brief before contacting a designer?
No. Start with the project type, location, approximate area, stage and main priorities. Identify missing information so the initial discussion can help define the next steps.
Should reference images be included?
Yes, if you explain what you like about them. Use them to discuss proportion, atmosphere or material rather than treating another project's image as a complete specification.