Design Management Overview
Our senior design management people are about adding design value to the project and taking responsibility for its application and implementation. They assess the site for feasibility in achieving the intended result. Design goals will be established. Feasibility and goals will be cross-checked.

A clear brief will then be created for the consultants. The more definitive the brief the less need there will be for mid-course corrections for the consultants.



We never assume that consultants have fully understood the brief. Early in the project process a regular programme of design progress meetings is established. From these meetings specific focus issues are identified which become the topics for co-ordination workshops. Inclusive in the review process is a constant monitoring and testing of the design against an established budget. Even when the design documents are delivered (in accordance with a pre-established Concept Design Report and the later Scheme Design Report) they are interrogated for compliance with the design goals and, equally important, affordability and constructability.

Finally, during the tender, procurement, shop drawings and construction stages a similar process of evaluation continues through to snagging and eventual hand over of the completed design product.

Estimating and Cost Planning
We have a specific department dedicated to the production of budget estimates and cost plans, using calculations based on our own out-turn costs and the latest industry cost data.

Risk Analysis
We conduct exhaustive, formal assessments using a structured approach. Risks, potential impacts and mitigation strategies are clearly identified. The results form part of our project execution plan, which is reviewed as a strategic decision support tool on a regular basis with all stakeholders in the project.

Value Management
Recognising the benefits of stripping out unnecessary cost during the early phases of the project, we use value management as a disciplined procedure. By identifying "equal performance" of components, assemblies and methods – taking into account maintenance costs and building lifecycle – we are able to maximise value for money.

Strategic Planning and Project Phasing
We always start with the big picture, then drill down to phasing and detail. All options are explored, with our priorities being to achieve optimum speed, maximum resource efficiency and earliest hand-over.

Trade Contractor Procurement
We believe that specialist contractors know their business best. So, when planning and scoping trade packages, and testing our objectives at pre-tender discussions, we do so in close conjunction with relevant contractors. Only when we believe we have a workable programme, clear scope and defined interfaces will we award a contract.

Cost Management
We utilise a bespoke network-based cost management system for all commercial aspects of our work. This includes cost plan monitoring, generation of instructions, valuations and reporting.

Trade Contractor and Interface Management
We spend time working with contractors to ensure they plan and monitor their programmes for working drawings, materials procurement and construction/installation. The discipline of reporting forces any issues into the open, enabling corrective measures to be implemented.

We chair group meetings to ensure contractors are co-ordinating their working drawings with interfacing trades efficiently. These initial co-ordination meetings then become working co-ordination and progress meetings during construction.

Project Logistics
We use specialist software to manage material deliveries and hoist/crane allocation.

Commissioning Management and Hand-over to End User
In complex buildings, we use specialist commissioning managers to plan, supervise, witness and document the commissioning of the building's services and systems.