Exciting Developments in Climate Control

Cop 26 included almost all the countries in the world gathered in November 2021, for a conference in Glasgow, which focussed on climate change.  In particular, it centred around measures that must be taken to prevent temperatures rising by 1.5oC by 2030, which scientists had produced a plethora of reports explaining why this was happening. …


How procurement must change to meet future challenges

Background  Historically, the construction industry has suffered enormously during turbulent economic conditions. But from the outset of the pandemic the Government made it very clear that construction was one of the key industries to keep the economy moving.   The current economic climate  The industry is now flat out trying to meet demand, with consultants, contractors, trades…


The Five Key Objectives of a Project Sponsor

Projects do not always go according to plan. Sometimes they are delayed.  Sometimes they go well over budget.  On other occasions they simply do not achieve their objectives. Any one of these things can be a disaster for a project, but these things rarely happen overnight, so there is no excuse for “letting a project…

Covid-19 Keyboard

Re-thinking Estates Strategies for Universities – Covid-19 – The Facts

Covid-19 has already exposed many of the things we do (mostly subconsciously) which we will not be able to do in the future. We need to re-train ourselves, because the majority of Covid-19 is spread via the hands.  This means that we need to: Be conscious of where our hands are – at all times.…

Human resources (HR) management concept on a virtual screen interface with a business person in background and icons about recruiting, technology, data, training

The Importance of SDI Profiles

Technical knowledge is no the only requirement of a Project Manager.  Their most important role is to motivate everybody on the project to get the job done on time. After all, you cannot just set up a plan for a project and expect it all to happen without any intervention.  The German military strategist Helmuth…

The 7 Stages for Selecting Professional Advisers and Contractors

One  of the most important tasks on any project is to select Professional Advisers and Contractors.  Making the right choices has a direct effect on the success (or otherwise) of the project. Making these crucial appointments is the foundation of creating a good project team.  This should be the initial focus of the Project Manager,…

10 Principles for Successful Contract Administration

The aim of any Contract Administrator is to apply fairly the terms and conditions of the signed contract.  This requires a mix of essential personal skills including: Organisational skills Technical appreciation Knowledge of the processes Decision-making skills Fairness If the role is done properly it brings certainty to all parties involved, which provides the benefits…

10 Benefits of Growing a Business

Even in tough economic circumstances, it is beneficial for every business to think about growth. You can be sure that your competitors will be looking to grow and obtain your customers or your share of the market. There are many reasons that growth is beneficial to your business. Greater profitability by spreading your overheads You…


What Makes Great Contract Delivery? – Contract Preparation – Part 3

Over the last few weeks we have set out how to approach making sure that the wishes of the client have been captured and made clear.  The next stage is to make sure that the contract documents actually capture this intent.  The documents that you use for tender or negotiation are the first impression that…


What Makes Great Contract Delivery? – Contract Definition – Part 2

To run any contract it is essential that it is well defined; or if it cannot be defined, that the risk and management framework is in place to manage the changes effectively.  However, the best advice is always to nail down everything that you possibly can.  The benefit of this is that it creates certainty…


Our MISSION is to help you reach peak performance by providing management services that lead to lasting beneficial changes to:

  • The way that you are structured
  • The goods or services that you provide
  • The working methods that you use
  • The data that you rely on
  • The technology that supports you
  • The building or estates that you work in







How do you get projects done on time?

Time is the one resource on a project that, once lost, you can never get back. Here are the 5 actions which we take to ensure that your project finishes on time:

  1. We make sure that everybody on the project is made conscious of the importance of doing things on time - so that they can provide the right resources for timely completion.
  2. We start with the programmme; initially with little detail and a lot of assumptions about what may go wrong! We allow time for the things which we cannot foresee now. As we learn more about the project, we put the new detail in the project and replace our assumptions with accurate forecasts of the time required for each activity.
  3. We consult widely so that every party gets to see what they need to provide to others - and crucially what information they will need (and from whom) so that they can do their job on time.
  4. We produce very clear information on the programme - which is computer aided - and we encourage people to “shout” if they do not understand it.
  5. We resist change to scope of the works strongly (particularly during construction), so that delays are avoided.

If we stick to these 5 actions, in our experience, the project can be completed on time.

How do you keep projects within budget?

It is vital that a project is completed within the budget. Here are the 7 actions which take to make sure that this happens:

  1. In the first few days of a project we establish what we the Client wants and the programme within which it is required - these are the two main drivers of cost.
  2. As the design develops, we discuss the content of the project with the designers and test their confidence in the adequacy of their design.
  3. We also discuss the state of the design with the Quantity Surveyor and ascertain their confidence in the adequacy of their costs.
  4. Before it goes to tender, we take the designers and quantity surveyors through a lengthy checklist designed to establish whether there are any gaps or exclusions - these are usually items on which there are options about who does the design.
  5. Assuming that we find gaps or exclusions, we ask the team to establish a cost for each of them.
  6. Having completed this exercise, the only thing that remains to be done is to add a contingency sum for things that are “unforeseen and unforeseeable”.
  7. As the project progresses, we maintain strong discipline on cost control.

If we stick to these 7 actions, in our experience, the project can be completed within budget.

Where do you start on a project?

We like to prepare a project brief in conjunction with our Clients. 

This means that you have the benefit of expressing what you want, while bringing our experience of other projects into play.  We can help you to avoid errors or omissions from the outset. 

Here are the four main actions we take to ensure that your project starts in the right way: 

  1. In our opinion, a brief is not something which should be done by the Client in isolation.  We have informal sessions with you to ensure that the brief is heading in the right direction. 
  2. Where necessary we can bring in other people with the right experience to help with the brief.  This may be the Architect, Engineers or a Contractor. 
  3. We attempt to find the essence of a project so that you can identify what you are trying to achieve rather than how you are going to do it.  This allows you to take account of changes to ways of working and advances in technology. 
  4. We then bring the brief together by ensuring that the Client and the Design Team discuss the detail to check that it is sound in all respects. 

If we stick to these 4 actions, in our experience, the project can start in the right way.