UF:众所周知，如今有相当多的项目都会采用价值工程流程（Value Engineering Process 简称VE Process），由不同的建筑公司完成概念设计和后续阶段。您能否描述一下业主的项目管理架构吗？在时间、预算和质量方面，客户的潜在风险是什么?在交付项目方面，您对中国项目的偏好和建议是什么?
AFL：在概念设计阶段完成之后转交给项目执行团队是很常见的情况——它确保满足项目工期和预算成本，同时让新团队拥有自主权，以保持质量。对业主的风险也是最小的，还能继续保有定价结构的竞争力。
UF:项目交付过程中最大的挑战是什么?(也许您已经在文章中回答过了)
AFL：确保交付团队满足委托项目的甲方的期望。
UF:国内地方政府或私人足球俱乐部经常错误地将国际足联球场技术指南视为必须要求，而不是推荐指南。它对总体规划的早期规划策略和体育场设计在占地面积、建筑面积和容量等方面起着决定性作用。与其设计一个符合满足目前世界杯标准但在举办时可能会过时的体育场，你们准备采用什么策略来保持体育场的灵活性，以适应或满足未来的不同需求?(特别是不同赛事的各类要求，如亚洲杯、国际足联世俱杯和中超联赛等)
AFL：我们的策略是构建能够分阶段交付的灵活的设计解决方案。
UF:中国通常是“基础设施驱动经济发展”模式，这种思路似乎也体现在球场建设上，经常在距离市中心20-25km的新开发区建造空置的大容量体育场馆。与其建造为临时赛事需求的“大白象”工程然后长期不断想办法激活场地，不如遵循草根足球的发展模式场馆跟随着俱乐部和社区的的壮大而发展，对此您有什么看法和建议?(换句话说，开发的阶段策略是什么?)
AFL：草根足球文化应该通过创建设备齐全的训练学校来发展和促进——它们可以分布在更小、更私密的体育场馆周边。这是足球俱乐部在发展球迷的计划中，可以沿着更加可持续性的方向前进，也意味着它们随后可以通过分阶段、分步骤的方式进一步扩大发展。
UF: It is understood there are quite a few projects went through VE process and it ended up concept design and stages beyond by different Architects. Could you describe a bit about Client’s management structure for the delivery? In terms of time, budget and quality, what is the potential risks for the Client? What is your preference and recommendation for Chinese project in terms of the delivering the project?
AFL: Switching to delivery teams post concept design is quite normal – it ensures that timescales and budgets are met whilst placing the ownness on the new team to maintain quality. There is minimal risk to the client and continues a competitive pricing structure.
UF: What is the biggest challenge for the delivery of the project? (perhaps you have answered in the article)
AFL: Making sure that the delivery team meet the expectations of the client who has commissioned the project.
UF: Local Chinese Government or private football club often mistakenly treat FIFA stadium technical guidelines as an absolute requirement and not a recommended guidance. It plays an important role on early planning strategy of masterplan and stadium design in terms of site footprint, GFA and capacity etc. Instead of designing a current world-cup compliance stadium but out of date by the time of mega-event, what is the strategy to keep the stadium flexible for future alteration to suit or to meet different requirements? (Particularly different requirements from different events, such Asian Cup, FIFA Club World Cup, CSL game etc.)
AFL: Our strategy is to build flexible design solutions capable of being delivered in phases.
UF: China often builds infrastructure firstly then economy development to be followed later which this mentality seems applied to stadium design, often empty large capacity stadiums have been built in the new development area 20-25km away from the city centre. What is your view and advices on developing the grass-root football along with the growing Club and community, instead of creating a ‘white elephants’ for a tournament then revitalising it for a long period of time? (in other words, what could be the phase strategy for the development?)
AFL: Grass-root football should be developed and delivered through the creation of fully equipped academies – delivered in close proximity to smaller, more intimate stadium venues. This reflects a more sustainable programme for football clubs as they develop their fan bases and means they can subsequently be further developed via phased expansion.
