Services to Contractors

We have worked on both sides of the contractual fence and understand the demands that can be put on contractors to ‘Perform’.

We also understand the roles and responsibilities of other members of the team and how if this is not managed effectively can jeopardize both the relationships that are essential for a successful project, but also the project itself.

We aim to remove this risk to the project by providing a service which allows clear and concise communication at every step of the project regardless of the contractual arrangements.  This will reduce the potential ‘stress’ borne by all parties and allows for a free and honest exchange with documentation as the background.

These are the services we can provide to ensure that the project is risk free and financially ‘safe’.

Project Management & Organisation

Project Management & Organisation involves;

  • Preparation of a Project Execution Plan
  • Monitoring and reporting against PEP
  • Advice and selection of specialist consultants and design services
  • Management of consultants and task list
  • Selection of form of contract JCT
  • Contract administration


Programme Management

Generally ‘programmes’ or ‘activity charts’ are often misunderstood and misused. All programmes must have the following characteristics;

  • Clear start date and completion dates
  • A clear critical path or paths
  • Clearly defined milestone dates
  • Allocation of responsibility
  • All non working period shown
  • Pre construction activities shown as well as construction activities

A good ‘project programme’ will include a ‘Pre construction’ phase as well as a ‘Construction’ phase.

Pre construction activities are as important if not more important than construction activities which rely solely upon them for success. Many of these are the responsibility of the client and /or designer.

Key activities in pre construction include ‘Outline Design and consent applications’ ‘Design development’ and ‘Procurement’. Without a ‘complete’ design the costs and time scale can not be accurately given just estimated and ‘Subject to change’.

We can prepare the following planning documents:

  • Tender Programmes (for tender return submissions)
  • Construction issue programmes (developed from Tender issue programme)
  • Pre-construction programmes - including design release and procurement – these are linked to the construction programme
  • Progress update reports against a set baseline
  • Filtered activity programmes for specific trades or suppliers

"There is such a thing as an unrealistic timescale."

Quality Control & Management

What is quality? People ask for a ‘Quality job’ but what do they mean without this being specified i.e.

  • Average Quality
  • Good Quality
  • Poor Quality
  • Excellent Quality
  • Exceptional Quality

Perhaps more importantly ‘How much does each one cost’?

What is QA Quality Assurance? Is it just a lot of paperwork not assuring very much other than paperwork?

Quality workmanship or a High quality finish can ultimately only be achieved by the man applying the finished and visible fabric (stone timber plaster paint etc).

A quality of design is essential to give a ‘life force’ to the completed product and is a great skill. This is not just however the outline brief but every detail giving the background to the craftsman applying the final layer.

But ultimately the final statement is given by this visible layer and the care and attention given to this represents the quality standard.

It is essential therefore that at all times the design and constriction team express the level of quality required so that this is passed onto the contractors and craftsmen applying the finish. Without this the desired ‘Quality’ will not be achieved.

“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.” - William A. Foster

“Almost all quality improvement comes via simplification of design, manufacturing... layout, processes, and procedures.” - Tom Peters

Project Progress Monitoring and Reporting

Programmes are essential project documents but there use is limited unless they are regularly monitored and where appropriate updated to show the true timescale. Only then can you have a realistic overview of the progress of you project as a ‘snap shot’ in time.

Reporting can be done in a number of ways to best serve the project and communicate to the stakeholders.

Critical Path Analysis is vital for accurate reporting. The critical path or paths may change throughout the course of the project and these changes need to be identified as early as possible to achieve the earliest completion date.

"Furious activity does not necessarily equate to progress and is no substitute for understanding."

View typical project timeline View project plan

Procurement Management & Information Release

The preconstruction phase of any project is as important if not more important than the actual construction phase.

Planning the work its design and making sure the cost plan fits together with the planned works is essential before work commences. Most project which have difficulties is usually due to the fact that this phase was not carried out thoroughly or it was assumed that 'it will be ok'.

With out the planning phase being carried out with due diligence the project is left open to 'chance' and risks are inevitable. Procurement of long lead-in items is all part of this phase; firstly recognizing what these items are and fitting them into the time schedule (or programme) to ensure that they are all ordered in time to meet the construction programme. Procuring critical items too late will create delays to the project.

Hence the old adage of the 6 'P's':

"Prior Planning and Preparation Prevents Poor Performance"

Change & Risk Management

Risk Management is simply the recognition of factors which have the most to the project in terms of additional cost or added time. These risks may well change as the project progresses and as things change. New risk may appear as old risks disappear.

Change management is the process of making a change in the project in a controlled and managed way. Changes are almost inevitable in all projects and can take many forms:

  • Financial Budgets changes either +ive or - ive.
  • Spatial and or Design priorities
  • Planning constraints or limitations
  • 3rd party or outside influences
  • Time constraints or delays
  • Material availability

Extension Of Time Assesment

Preparation of EoT claim with full supporting information relating to critical path of contract programme.

Analysis of EoT claims, in exactly the same way as these are prepared these can be analysed and assessed.

Dispute resolution and negotiation

If a dispute arises between the client and the contractor documentation is essential to backup any claim or counter claim. The document listed above would be an essential part of this package. Expert knowledge to these is always an asset in the circumstances in obtaining an early settlement and avoiding escalation of the dispute.

Inspirational text