1.Cover
Defines the core identity of the report.
• Project name /description
• Project type
• Location (generalreference)
• Report date
• Brief introduction /executive summary
2.Project Context
This section defines the ground on which the report operates. At this stage, the report clarifies the current status of the project and the point at which In Between is involved in the process.
Whether the project is at a very early idea stage, has a partially formed concept, or already has largely defined site and primary decisions is articulated here.
This assessment directly determines how there port content is structured.
• If the project is at a very early stage, the report focuses on idea analysis, narrative construction, concept development, and functional diagrams.
• If the project has already reached a stage with defined decisions, the report proceeds by deepening, refining, and ensuring consistency within those decisions.
This section does notdefine identity; it describes intent, level, and starting point.
Subheadings:
• Assessment of the project’s current stage
• Overall project objectives
• Type of use (hospitality, food & beverage, mixed-use, etc.)
• Core expectations of the project owner
3.Scope of the Report
Defines which areas the report covers.
Under this heading, architectural decisions, functional schemes, spatial organization,conceptual infrastructure, and all inputs contributing to the design process are addressed.
For elements that do not yet exist, the focus is on building the necessary groundwork; for existing materials, on reading and interpreting them.
This section includes:
• Review and evaluation of architectural projects, plans, sections, renderings, and technical documents
• Construction of the spatial narrative, experience framework, and identity
• Mood boards, material, color, texture, and atmosphere proposals
• Budget forecasts and evaluation of cost-related decisions
• Translation of technical and architectural information into clear, accessible language for the project owner
The report positions itself as a translation and filtering tool, allowing the project owner to understand the process without getting lost in architectural or technical detail.
4.Analysis
This section explains how the report approaches the existing or proposed design.
At this stage, the report analyzes the architectural approach, design decisions and the relationship between the concept and environmental, technical and operational realities.
The feasibility of expectations, the capacity of selected teams and solutions to carry the project and the compatibility between site conditions and proposed scenarios are evaluated.
The analysis covers:
• The character of the existing or proposed architectural approach
• Environmental, climatic, topographic and morphological suitability of decisions
• Structural systems, material selections and logistical realities
• Feasibility of the project owner’s expectations
• The capacity of the architectural team and contractors to carry the project
5.User and Scenario Framework
Definesfor whom the project is being evaluated.
• Target user profiles
• Usage scenarios
• Daily and temporal usage assumptions
• Intended experience structure
6.Experience and Identity Backbone
Defines the proposed experiential framework.
This section establishes the guiding narrative and experiential backbone of the project:
• The story the space can carry
• Itsemotional atmosphere
• The fundamental character of thespace–user relationship
7.Experience Strategy and Areas of Intervention
Showshow the experiential strategy is constructed and identifies intervention areas under the following headings:
• Circulation and flow
• Scale, thresholds and transitions
• Light and atmosphere
• Objects, art, and subtle interventions
• Micro-decisions that trigger experience
The core approach is minimal intervention / maximum impact.
8.Establishing a Common Language with the Architectural Team
Defineshow collaboration with architectural teams is structured.
• Translates the experiential framework into architectural language
• Produces clear, readable inputs forthe architectural team
• Clarifies critical decision points
The aim is to ensure that the experiential intentis not lost throughout the project process.
9.Accompaniment and Control Points
(Independent external perspective on behalf of the project owner)
Explain show the report accompanies the project process.
• Supports the project owner throughout the process
• Makes proposals, quantities and budgets more readable
• Evaluates alignment between selections and experiential goals
• Reviews moodboards, product selections and material decisions
The objective is not to slow decisions down but to strengthen them.
10.Prioritization and Roadmap
Showshow the process is structured.
• Identifies critical decision points
• Defines short-, mid-, and long-term steps
• Highlights areas of flexibility
11.Outcomes
Summarizesthe value delivered to the project owner.
• Enables early-stage correct decision-making
• Establishes consistency between concept, budget and implementation
• Reduces potential errors and costly revisions
• Ensures the project advances on a strong identity and experience foundation
12.Delivered Documents and Appendices
Lists the outputs delivered to the project owner.
Delivered materials include:
• Analysis and evaluation texts
• Experience and identity framework documents
• Diagrams, schemes, and visual narratives
• Technical drawings and models
• Clear, translated explanations of technical drawings and models for the project owner
• Documents that can serve as preliminary inputs for architectural offices and contractors
Technical data produced using 2D and 3D modeling and drawing software such as AutoCAD, Archicad, ZBrush and 3ds Max is filtered and simplified soit can be understood and internalized by the project owner.Interpretive commentary, reading guidance and narrative explanations are added.
After Delivery, upon request:
• In Between may continue to act as the project owner’s consultant,external perspective, and controller until design and implementation are completed.
• Qualified expert teams for proposed revisions and improvements can be suggested as alternatives.
• This guidance is non-binding; all decisions remain entirely with the project owner.
• If the project owner chooses to proceed with their own teams, In Between may remain involved as an external consultant and observer.
• The implementation is evaluated in relation to the goals defined in the report.
• Upon request, In Between may also continue to accompany the project after completion and opening, acting as an external consultant and conducting periodic reviews at agreed intervals.