Service 02
Project management that holds the programme together.
Programme, procurement, cost control and site supervision from award through to handover.
What it involves
A programme is only useful if it reflects how the work will actually be built. We plan delivery from the trade sequence up, then manage it on site — reporting progress against the plan rather than around it.
Projects rarely fail for one large reason. They slip a week at a time: a long-lead item ordered late, a decision left open, a trade arriving before the work in front of it is finished. Managing delivery properly means removing those small failures before they compound.
We hold the programme, the procurement schedule and the trade sequence as one connected plan. Cost is tracked against the contract as the work proceeds, variations are priced and agreed before they are built, and each stage is inspected before the next one covers it.
Discuss a project management project
How it runs
Project Management process
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01
Plan
The programme, procurement schedule and trade packages are built and tested against each other before work starts.
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02
Procure
Subcontracts are awarded and long-lead items ordered, with delivery dates tied back to the programme.
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03
Control
Progress, cost and quality are tracked on site and reported against the plan at an agreed interval.
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04
Close out
Commissioning, certification and defect rectification are driven to completion, then handed over in full.
Capabilities
What we deliver
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01
Programme development
A construction programme built from the trade sequence and real durations, not a template — with the critical path identified and monitored.
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02
Procurement management
Long-lead items identified early and ordered against the programme, so delivery dates never become the constraint.
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03
Trade coordination
Subcontract packages scoped so responsibility is unambiguous, and sequenced so trades are not working over one another.
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04
Cost and variation control
Committed cost tracked against the contract sum, with variations priced, documented and agreed before the work is carried out.
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05
Site supervision
Daily supervision, safety management and quality inspection at each hold point, so defects are caught while they are still cheap to correct.
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06
Reporting and records
Regular progress reporting, site records, RFIs and instructions kept current so the project history is never reconstructed after the fact.
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07
Handover management
Commissioning, certification, warranties and defect close-out managed to a schedule rather than left to the final week.
How projects actually slip
Programmes rarely fail once. They fail a week at a time.
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Late procurement
An item ordered after the programme required it moves every trade that follows. Long-lead dates are set before site works begin, not when the trade is due.
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Open decisions
Work stops while an answer is found. Decisions are tracked with the date they are actually needed, so they close before they become urgent.
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Trades out of order
A trade arriving before the work in front of it is finished either waits or works around it. Sequence is managed daily, not weekly.
Project management
Already have a builder?
Project management can be engaged on its own — to hold the programme, procurement and cost control across a project someone else is constructing.