Project Management and Consulting
One person to call when something needs deciding.
Planning, coordination and delivery management across the whole infrastructure scope, so the pieces arrive as a system rather than a pile.
The problem this solves
Infrastructure projects rarely fail on technology. They fail in the gaps: the MEP contractor who poured the slab before the containment route was agreed, the security package specified against a different floor plan, the handover pack that arrives four months late and does not match what was built.
Somebody has to hold the whole scope. When nobody does, the client ends up doing it by accident.
Why it matters
The cost of poor coordination is almost never visible in the tender. It shows up as delay, rework and a facility nobody can document afterwards. That is the expensive part, and it is entirely avoidable.
It is the one spent before the design is frozen. Every hour after that costs more to correct.
What we deliver
- Requirements and scope. Turning what you need into something a contractor can price
- Design review. Standards compliance and buildability, before it is frozen
- Programme and phasing. Sequencing that survives contact with a live site
- Vendor coordination. Holding the interfaces, which is where the problems actually live
- Site supervision. Quality control against the drawings, not against the invoice
- Handover management. Testing, commissioning and a documentation pack that arrives complete
We are comfortable working alongside your existing contractors, and we do not need to own the whole scope to be useful.
Placeholder imageHow we approach it
The same five steps as every job we run, scoped to this discipline.
Define
What you actually need, written so three contractors would price the same thing.
Review
The design, against the standards and against the building as it will be built.
Plan
Programme, phasing and the interfaces between packages, agreed before mobilisation.
Supervise
On site, in the coordination meetings, raising the clash before it is in concrete.
Hand over
Testing, commissioning and a documentation pack that is complete on the day.
Standards and coordination
We work to a recognised project management framework and to the technical standard of each package. Naming both is what makes a design review meaningful rather than a formality.
Final standards list to confirm with Engineering.
What we coordinate
What you get at handover
Six documents, handed over as a pack. If your team cannot operate the system from it, we have not finished the job.
Who it is for
Often delivered with
Related projects
Project cards land here once the Project Data Request comes back from Engineering.
Common questions
Do you have to own the whole scope?
No. We are often brought in to hold the technology packages while your main contractor holds the building. What matters is that somebody is accountable for the interfaces, not that it is all one contract.
When should we bring you in?
Before the design is frozen. The most expensive problems we see were decided in a meeting nobody invited an infrastructure engineer to.
Will you manage other contractors?
Yes, including ones we did not appoint. We coordinate, review and hold them to the drawings. We will also tell you when a package is genuinely being obstructed rather than simply late.
What do you do differently on handover?
We plan it from the start. Documentation is not a task at the end of a project, it is something that either gets maintained throughout or gets reconstructed badly in the last fortnight.
Can you just review our design?
Yes. A design review is a small, well-defined piece of work and it is usually the highest-return thing we do on a project.
How do you charge for this?
By scope and duration, agreed up front. We will tell you where a smaller engagement would serve you better than a full programme role.
Bring us in early.
The cheapest hour we will ever spend on your project is the one before the design is frozen.