Construction: 7 Common mistakes which Impact Time

Paul isa chartered project manager and fellow of the Royal Institution of Chartered Surveyors (RICS) and Fellow of the CIOB, introduces Lumybel, a company focused on creating and curating spaces that positively impact the planet and people. Their mission is to be at the forefront of a sustainable and regenerative construction industry through innovation, collaboration, sharing, and changing business as usual.

Don’t Give away Time at the Front End too Cheaply

Paul talks about how construction project delivery is often hindered by poor time management, particularly at the “front end” of a project. Paul notes that the industry tends to be overly optimistic when winning projects, leading to a cheap allocation of initial time and a failure to address details. This results in fighting and disputes at the back end of projects when prelims are loaded, and commitments are made, leading to increased costs, frustrated clients, and lost opportunities. The speaker concludes that effective, aggressive management of the front end of a project can lead to better delivery, more control, and less cash burn.

7 Common Mistakes

Paul highlights common construction mistakes that impact project timelines and budgets. These include poor project planning, an ill-defined plan, an incomplete design, a lack of understanding of interfaces, and unclear roles and responsibilities, all of which lead to confusion and delays. Ineffective communication is also a significant issue, such as miscommunication, unclear instructions, or late instructions. Paul states that contractors need clear, hard dates and times to hit, and uncertainty about changes can lead them to assume more time will be available. Using informal communication methods like WhatsApp for site teams can result in conflicting messages and a lack of clarity. Every site instruction has time or cost implications, and without clarity, disputes can arise. Finally, Paul mentions misunderstandings of the scope and timelines, overly optimistic schedules, ill-defined scopes, and a lack of detailed interfaces as factors that compromise effective delivery and quality, even if costs or time aren’t directly impacted.

David Willson owns Quoinstone Property, discusses his background as a chartered building surveyor and his 20-plus years of experience in project management. His company provides development management, project management, and cost consultancy services. Before starting his own consultancy, they managed the design, procurement, and construction aspects for a commercial property development company. Now, they offer their skills and experience to external clients.

Find out more http://www.lumybel.co.uk

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