General contracting and project management
A construction project needs coordination across every contributor. We organise designers, suppliers and trades around an agreed plan. The boundaries of general contracting and project management are established in the appointment so the client understands who is responsible for each task.
Budget and programme
We gather requirements, assess design readiness and break down the work. The estimate, programme and procurement plan identify assumptions and critical dates. Key choices are raised early for the client’s decision.
Partners and site coordination
We coordinate deliveries and subcontractor sequencing, resolving interfaces between trades. Progress and site organisation are monitored. Construction and author-supervision appointments are clarified separately from delivery responsibilities.
Reporting, changes and handover
Regular reporting covers completed work, upcoming activities and decisions needed. The cost and timing effects of changes are agreed before execution. Completion brings together inspections, outstanding items and the records required by the contract.
Coordinating the different project stages
General contracting suits projects involving several coordinated trades and suppliers. On a new building, the appointment may cover the sequence from site preparation to finishes; on renovation, it may organise interdependent work within an existing property. The actual responsibility is defined around the client’s requirements.
Project management also considers decisions before site work, including design readiness, procurement sequence and material selections. Boundaries between designers, suppliers and contractors are clarified so each participant understands their tasks. This helps reveal work packages without an assigned owner before dependent activities need to begin.
Procurement, quotation comparison and budget
Useful procurement starts with a consistent work description. We help compare quantities, materials, delivery allowances and exclusions across quotations. A lower initial figure may represent a smaller responsibility boundary, so items to be provided separately are clarified before selection.
The budget distinguishes agreed work, optional choices and quantities still to be resolved. Change requests are linked to their cause and effect on cost and programme. Early information about long-lead elements supports ordering before missing materials delay other participants. Cooperation, work confirmation and payment arrangements are established in the contract so management follows clear agreed terms.
Starting the appointment and taking over the project
We begin with the objective, available information, budget limits and intended completion date. Identify contracts already placed and partners you wish to retain. On an active project, completed work, orders and open matters must be gathered to avoid overlapping or conflicting commitments.
Handover content is established during planning: inspections, documents, outstanding items and equipment guidance. Completion involves more than the final trade leaving site. We discuss what the client should receive from each participant and how issues will be resolved, bringing the contracted scope to an understandable close with a clear status for remaining activities.