Project Management

All building projects require team work between the client and the designers, engineers, cost controllers and constructors, but there are many ways in which this team can be co-ordinated, focussed and organised. However, for building refurbishment and alteration projects we, at GLM, believe that project management, architectural design and cost control are often best provided in a single package. Typically we provide a project manager at director level who will provide the prime client contact and be responsible for:

• developing the client brief;
  
• setting, monitoring and managing targets for the design phase of the project;
  
• developing the procurement strategy;
  
• managing the budget and cashflow within parameters agreed with the client;
  
• managing the delivery of the project in terms of time, cost and quality.
  

The advantages of this approach over the separately appointed architect/design team leader and quantity surveyor approach are:

• no division of responsibility between design and cost control;
  
• a focus on project delivery;
  
• project manager has direct control over main factors governing project success or failure.
  

By their nature, projects involving existing buildings are often subject to variation. Without tight integration between design and cost/programme management it is all too easy for quality to suffer, costs to escalate and/or programmes to slip. At GLM we have taken the discipline of project management, which was initially developed for very large projects, and applied it to projects that are relatively small. This means that we manage the design process with project management software, and manage costs with suited spreadsheets. We produce regular reports showing the client how the project stands.

Private residential projects raise some particular project management issues:

GLM try to ensure a successful outcome to building projects by

• selecting the appropriate method of procurement
  
• picking suitable contractors and specialists
  
• empowering those most able to deliver a succesful project
  
• building long term relationships in the construction industry
  

Inexperienced clients often fail to understand that timescales, cost and quality pull in opposite directions. It is invariably in a contractor's interests to finish a project as quickly as possible yet clients often focus too much attention on timescales to the detriment of quality and cost.

When things go wrong we generally avoid displays of "macho management" particularly in front of the client. Contractors are human and do not respond well to public humiliation. We will, where necessary, take a robust line with contractors but this will mostly be done behind the scenes. This should not be misinterpreted as being soft.

The construction industry is not easily understood by outsiders and as a result there is considerable distrust of it. It often appears to be completely infuriating but it it is important to understand that, although tradesmen can be flexible, resourceful and ingenious, the industry as a whole cannot be re-designed for a single project.

In empowering those most able to deliver a succesful project we are invariably looking for effective and capable site agents with a supportive back-office. It is rarely in the client's best interests for us to contract with, direct and programme the work of individual tradesmen or subcontractors.

We generally find that over-involvement by the client is counter-productive. There is a balance to be struck between providing sufficient input and becoming a nuisance. Building projects for private clients should be creative and enjoyable but sometimes unfamiliarity with the process results in avoidable anxiety and stress. Ideally all design decisions should be made before work starts on site so there should be little need for ongoing client involvement. Late changes are invariably disruptive and costly.

Contact Ian McKee to find out how we can bring your project to life