Why Construction Management is the Ideal Procurement Route for Museum and Experience Fit-Out Projects.

When it comes to museum and experience fit-out projects, traditional tendering methods often prove too rigid, slow, and costly. These projects contain an exceptionally high number of specialist elements that differentiate them from standard fit-outs. From complex lighting and graphics to mechanical interactives, showcases, set works, model making, case goods, joinery, and AV interactives, the level of technical coordination required is immense. A traditional procurement approach, which demands all design details be finalized before going to tender, often causes significant delays before work can even begin on site. Construction Management (CM) presents a far superior alternative.

What is Construction Management?
Construction Management is a procurement method where the client retains control of the project by directly engaging and paying specialist contractors. A construction manager is appointed to oversee the coordination of these packages, ensuring the smooth delivery of the project. Unlike traditional contracting, where a main contractor assumes overall responsibility, CM allows for more flexible procurement, earlier contractor involvement, and improved cost management.
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The Challenge with Traditional Tendering
A major issue in museum and experience projects is the time lost waiting for full design completion before issuing tenders. This delays project commencement and limits contractor input during the crucial design phases. Additionally, the traditional model often sees main contractors acting as gatekeepers, restricting direct engagement with specialist subcontractors. This can lead to inflated costs, as main contractors manage tight margins and attempt to claw back savings through variations and changes post-tender.

The Benefits of Construction Management

Early Contractor Engagement for Better Value and Cost Control
CM allows for early involvement of key contractors and specialists, ensuring that the design benefits from their technical expertise from the outset. This proactive engagement leads to more informed decision-making, reducing costly design changes later in the project. By breaking away from the rigid sequence of ‘design-tender-build,’ CM ensures that design progression and procurement can happen in parallel, leading to significant efficiencies.

Flexibility and Client Control Over Change
Unlike traditional procurement, where changes can be costly and slow to implement, CM provides clients with greater flexibility. As projects evolve, the client retains control over design adjustments without being penalized by main contractor markups on changes. This ensures the project can respond dynamically to new ideas, funding variations, or unforeseen challenges.

Improved Technical Coordination from an Early Stage.
With CM, technical interactions between different project elements—such as AV, lighting, graphics, and mechanical interactives—are considered earlier in the process. This prevents late-stage conflicts between disciplines and enables a smoother construction process with fewer surprises.

Tendering When Ready for Greater Efficiency.
One of the greatest efficiencies of CM is the ability to tender specialist packages as and when they are ready. Instead of waiting for the entire design to be completed, key packages can be issued for pricing at the appropriate time, expediting the project timeline and avoiding bottlenecks. This staged approach also makes tendering easier and more manageable for all parties.

Better Budget Control and Faster Project Delivery
By eliminating the need for a single lump-sum contract, CM provides better cost transparency and control. The client pays specialists directly, ensuring clear cost tracking and reducing the risk of a main contractor going into financial difficulty mid-project. The removal of unnecessary contractor overheads and profit margins also helps deliver better value for money. The increased efficiency in procurement and execution results in a faster overall delivery timeline.

Direct Payments to Specialist Subcontractors Mitigate Risks
One of the biggest risks in traditional procurement is the reliance on a main contractor to manage payments. If a main contractor experiences financial difficulties or goes into administration, specialist subcontractors are left unpaid, delaying or even derailing the project. CM mitigates this risk by allowing direct payments from the client to the specialists, ensuring cash flow stability and continuous project progression.

Eliminating the Main Contractor Bottleneck
In traditional fit-out projects, a main contractor often acts as a gatekeeper between the client and the specialists, making direct communication difficult. With CM, this bottleneck is removed, allowing clients to directly engage with the experts delivering the work. This enhances collaboration, speeds up decision-making, and reduces unnecessary costs associated with contractor markups.

Benefits to Specialist Contractors and Why It’s Good for All Parties
Construction Management is not just beneficial for the client—it also greatly supports specialist contractors. Under a traditional model, specialists often work under a main contractor, facing delayed payments, unclear communication, and squeezed margins. CM removes these barriers by allowing direct client-contractor relationships.

For specialists, this means:

• Guaranteed and timely payments from the client, reducing cash flow concerns.
• Greater clarity in scope and direct input into design decisions, avoiding costly misinterpretations.
• More collaborative working conditions, leading to higher-quality output.
• Reduced risk of main contractor insolvency disrupting their work and payments

For the client, this results in:

• Better relationships with the specialists, ensuring that the best expertise is applied to the project.
• More transparent pricing, as costs are not inflated through a main contractor’s margin.
• Higher quality and efficiency, since specialists have clearer contracts and better working conditions.

By fostering a more direct and engaged working environment, CM creates a win-win scenario, ensuring both client and specialist contractors benefit from a streamlined, cost-effective, and high-quality delivery process.

Projects are built on people, not literately unless it’s to build a human pyramid.  But even the smallest project requires people to do something.  Even with industrialization, informalization, digitalisation and AI, we still require people, if not to input, to be there for the reason of the output.  What these advancements have taken away with one hand they give with the other.

The same is true within your business on a micro level.  You may not need as many people, but you need people and certainly people at the other end for you to supply to.

And people are strange.  Unlike the technology they are annoyingly different, different to you.  They do things differently to you, they act differently to you, they do things better than you and as we will admit more to worse!

But you need them to make your business a success, to make it better although sometimes I bet it feels like they make it worse. 

IDEA

Collaboration and diverse skills are the secrets to success. Even when we introduce tools to enhance consistency and productivity, people remain at the core. We can't make everyone the same, but we must achieve results for our business and projects, ideally without redoing work. Appreciating the differences in how people work can be a powerful advantage, leading to better and more efficient outcomes.

SYNOPSIS

Our challenge then is to ensure that the tasks we assign are not only completed but done to the necessary standard.

SOLUTION

This is where three critical elements converge to create magic: the right people, enablement, and trust. Let's break down each component individually.

Right people – Selecting the right person for the task is vital. It may not always be the best person but rather someone who strikes a balance between skills, availability, willingness, and knowledge to perform the task efficiently.

Enable – We then enable them to do the task.  Not just say go do it.  But give them the information they need, the network to work within to do the task, the time and reasonable resource to get the task done.

Trust – Trust is the final and crucial step. It goes beyond simply delegating and letting them run with it – that's as detrimental as micromanaging. Trust involves providing support, showing interest in their progress, and allowing them the autonomy they need. Effective communication should be maintained to offer guidance when necessary. Trust is built by guiding, not taking over the task.  Never take the task away from them (see rule 7 next week as to why)

This approach allows you to obtain the best results without having to do everything yourself or hiring the best person at any cost. Trusting and enabling the right people is the key to better businesses and projects. It may seem straightforward, but surprisingly, it often goes overlooked – by you, me, and everyone.

So, I hope you think this blog is about you, in a good way!  Just make sure it is to make your projects and business better!

If you want advice or help with improving area of concern with your project management.  Reach out, CS projects is here to help, in a sustainable, manageable way.
 
Thanks for reading
 
Simon

Have you ever stopped to ponder how often you deliver exceptionally what you should? If your answer is "all the time," you're indeed doing a fantastic job. Picture this: a designer crafting a stunning design, an operator creating an outstanding customer experience, or a joiner fashioning a masterpiece of a case good. Each of us strives to deliver our best, fuelled by our passion for what we do. It's the essence of what makes you great at being you.
 
The Unveiling                                                                                                                                                                             
 
But what if I told you that delivering exactly what you're told is not always wanted? It's time to debunk a myth you might have been living for years now – the myth that your greatness is solely determined by your ability to do what you do, really well. Well, here's the truth: that's not what's desired, especially in the dynamic realm of projects.
 
Now, I understand this might sound like an exaggeration, but bear with me. The world of projects often operates in silos, with individuals doing exceptional work within their own domains. However, once these silos merge into a unified project, a peculiar sound emerges - the grumbling.
 
And boy can people grumble!
 
Yes, the grumbling about what you've delivered. Because, simply put, it's not quite right. It's not what's needed, not as usable as it should be, and not fully appreciated.
 
And this isn't a rarity; it happens all too often!
 
The Conundrum
 
You've given it your all, applying your skills and experience to create something remarkable. So why do people seem ungrateful? Well, here's the catch: what you've delivered might align perfectly with the previous project's needs, but this time, it's all wrong.
 
That exquisite feature ceiling design? It makes the air conditioning system inefficient and costly to reroute. The delightful customer experience you crafted? It might fall short on fire safety regulations. The ease of obtaining tickets? It's somehow makes the place look unpopular because no one is queuing. The café's convenience comes at the expense of excessive restocking deliveries. The beautiful reception desk? It's over budget and lacks adaptability for new hardware.
 
But here's the kicker – you didn't know any of this!
 
The Path Forward
 
So, what's the remedy for getting it right? Well, you could shrug it off, claiming it wasn't your fault, but that's no recipe for an outstanding project. The true key to project excellence lies in understanding what is genuinely needed. It's not about repeating what worked last time. It's about grasping the full spectrum of the project's current and future requirements. It's about comprehending the limitations others may face in their roles. It's about ensuring a project shines not only at the grand opening but also five months, and even five years down the line.
 
Now, let's be clear; this isn't a walk in the park. If you lack the network or opportunities to understand, you're essentially throwing darts blindfolded. You might be a remarkable dart player, but precision comes with removing the blindfold.
 
This is what sets exceptional projects apart – the art of facilitating understanding and having mechanisms in place for it to occur. It's not all about you; it's about the entire project ecosystem.
 
And no, the solution is not to invite everyone to every meeting. That, my friends, is incompetence.
 
So there you have it – the secret to exceptional project success is unravelling the needs of the present and the future, fostering a culture of understanding, and realizing that in the grand scheme of things,
 
It's not just about you!!!!!!!
 
Rule number 5 for great projects and businesses – Understand.
 
If you want advice or help with improving area of concern with your project management.  Reach out, CS projects is here to help, in a sustainable, manageable way.
 
Thanks for reading
 
Simon

Communication makes the world go round! Communication is the transfer of information and it fuels projects and keeps them moving forward. For a project manager, communication isn't just part of the job—it is the job. We're the bridge for information, both its transfer and reception. We provide, take, produce, transfer, and sometimes, withhold information. Without communication, our roles would lose their essence.  Without effective communication we can’t deliver the best.
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It's important to note that a project manager's prime responsibility isn't physical production. We may find ourselves rolling up our sleeves when necessary or even doing some unexpected tasks, but that's a different story.

In the world of better project management (Rule 4), communicate effectively, takes centre stage. Communication isn't just about spoken words; it encompasses body language, timing, and, as astonishing as it may seem, approximately 80% of it is non-verbal.

In project management, presenting the right information in the wrong way to the wrong audience can be as detrimental, if not more so, than providing incorrect information to the right people in the right manner. The former often leads to inaction, while the latter can be addressed and improved.

Communication is such a colossal subject that countless pages have been dedicated to it, with many more to come. However, today, I want to zero in on one of the most pivotal elements in a projects communication: scope.

Before quality, cost, or schedule, scope is the foundation of a project. Without a clearly defined scope, you're essentially building on quicksand. A poorly defined scope can cause a project to collapse swiftly, leaving you to spend the rest of your project patching it together. On the other hand, a brilliantly defined scope lays the groundwork for an efficient, well-structured project.

But how can we distinguish between good and bad scope? You could spend an eternity nit-picking every detail and redefining them endlessly, but you need a clear scope to produce exceptional projects.
Let's consider an analogy, one that involves penguins. I like penguins; they amuse me, and that's reason enough. So, think of a penguin. You know what a penguin is, right? It's a black and white bird living in the southern hemisphere. Great, you know what a penguin is.

Now, imagine making one. How tall is it? What's the colour of its beak? The shape of its feet? Its weight? Its smell? Its texture? Here's where it gets tricky. I might imagine a 45cm tall penguin with an orange beak, leaf-shaped feet, and a weight of about 4 stones. It smells like raw fish to me. What about you?

If our visions don't align, and these details aren't clarified beforehand, I'll be disappointed with the penguin you present.  You could clarify these details as you go, it takes time, but we stand a chance of delivering what I truly want. Or they could be clarified at the start.  This is the difference between a good and a bad project. It's what can make a project efficient, and where you can also exceed expectations.

The solution is simple. If you're developing the project, dive into the details, making sure you understand them before proceeding. If you're uncertain, you MUST communicate your uncertainties. Don’t make up scope to fill in a blank. 

If you're overseeing the project, ask the right questions to fill in any missing or unclear aspects, leveraging your expertise to guide the way. It's about getting the feet's shape right and the right smell. This creates the best foundation for moving forward, saving time on rework, and delivering added value.

Effective communication of scope is paramount. Time spent here can cut the time spent later on redoing work, arguing over specifications, and waiting for clarifications.

So, as you embark on your next project, ask yourself, what kind of penguin are you going to get?
If you want advice or help with improving area of concern with your project management.  Reach out, CS projects is here to help, in a sustainable, manageable way.
 
Thanks for reading
 
Simon

Have you ever stopped to think about your initial reaction when something goes awry? Do you find yourself pointing fingers, waiting for the storm to pass, or are you already brainstorming ways to make things better?
 
In a meeting, do you focus on assigning blame or seek solutions to improve the situation? And how often do you see issues left unresolved, festering and causing unnecessary delays?
 
From a project perspective, that first knee-jerk reaction can sometimes hinder progress, even though it might seem like a positive approach to ensuring things are done right the first time. It can bog down businesses and projects, fostering a culture of finger-pointing and creating an abyss that's tough to climb out of. We've all witnessed those never-ending email battles trying to prove an interpretation right.
 
The Reality of Projects
 
In an ideal world, managing projects would be as simple as following a Gantt chart, with everything proceeding as planned. But, alas, the real world is not that predictable. Even with the most experienced teams and comprehensive risk planning, unexpected events can throw a wrench into the works. After all, projects involve people, and people are wonderfully imperfect, including you and me!
 
Understanding the Challenge
 
We all know that things won't always go according to plan, and we'd prefer that they did. When hiccups occur, they slow down progress, cost time and money, and can compromise quality. But we're dealing with human beings here, each with their unique personalities, traits, misinterpretations, lapses in concentration, differing priorities, pride, fear, knowledge gaps, well-intentioned but misguided actions, or simply forgetfulness.
 
The Solution: Embrace Forward Thinking
 
So, what's the solution? Look at the company culture, look at your response as a leader, look at yourself.
 
Do you stand still, go back and review, or forge ahead? All three options have their merits, but I've found that moving forward is often the fastest route to better results. It promotes positive solutions and a can-do attitude. It empowers people to do their best, unlocks hidden value, helps you navigate the right direction, and unearths missed opportunities that might remain hidden in the process of looking back or standing still. It's the momentum that propels us toward our goals.
 
Remember, people will be people, and projects are, ultimately, about people—created by them, for them, and executed by them for the sake of progress.
 
So, chin up, shoulders back and embrace the world of positive opportunities that come with that first instinct to look forward. It's the path to progress, growth, and success. 
 
That’s why Rule 3 – look forward is so important.
 
If you want advice or help with improving area of concern with your project management.  Reach out, CS projects is here to help, in a sustainable, manageable way.

Thanks for reading
 
Simon

In a world that celebrates individuality and innovation, it's time to shift our perspective on projects and business operations. Gone are the days of uniformity and strict adherence to traditional methods. Instead, we must wholeheartedly embrace the uniqueness that defines each project. This is Rule 2: Every project is different.
 
The Frustration of Uniqueness
Uniqueness is a frustrating thing.  It’s a one off, it’s not containable, it’s not conformable, its tiring.  If everything was the same, you’d know where you were, have more time and you’d be able to go do the things that make you unique!
 
Yet, in this very uniqueness lies the opportunity for growth and success.
 
As the world has evolved over the past few decades, it has become increasingly diverse. People crave distinctiveness, they yearn to stand out in a crowd. In a society that values individual expression and diversity, there are more opportunities than ever to shine uniquely.
 
The Rise of Projects
Simultaneously, our approach to work has evolved. More and more of our work is structured as projects. But what is a project? It's an individual or collaborative enterprise carefully planned to achieve a particular aim. Projects, by their very nature, are unique. Otherwise, it would simply be business as usual, with a focus on repeatability and efficiency.
 
The Clash of Old and New
However, there's a disconnect in the way we approach these unique projects, especially among influential older generations who are still rooted in the "business-as-usual" mindset. They may resist the shift towards embracing uniqueness, opting instead for familiar, repeatable methods.
 
Spotting the Conflict
The conflict becomes evident when you try to standardize a unique project. One side is striving to escape the confines of conformity, while the other is desperately trying to contain it. In this tug-of-war, one side will inevitably lose out, and this isn't beneficial for either the project or the business as a whole.
 
A Path to Success
To achieve the best results for both projects and businesses, we must bridge this gap and find shared value. The solution lies in listening, understanding, and identifying the unique qualities of each project and its stakeholders.
 
Embrace Uniqueness in Every Project
So, when embarking on a new project, don't fall into the trap of applying the same old strategies, process and templates. Recognize that the people involved are different, with distinct schedules, communication preferences, and personalities.
 
Instead, take a moment to reflect, ask questions, and truly get to know the individuals and dynamics at play in this particular project. Embrace their uniqueness and tailor your approach accordingly. Communicate what you need and how you'd like it delivered, taking into account the project's unique characteristics. This approach offers the best chance of achieving success, benefiting both the project and the broader business.
 
Conclusion
In a world that increasingly values uniqueness and individuality, it's time to let go of the one-size-fits-all mentality. By embracing the distinct nature of each project, understanding the people involved, and adapting our approach accordingly, we can unlock the full potential of every endeavour. In doing so, we pave the way for both our projects and our businesses to thrive in this era of diversity and innovation. Embrace uniqueness, and success will surely follow.
 
If you want to try standardising a project, fine, go bang your head against the brick wall that’s holding you back.

If you want advice or help with improving area of concern with your project management.  Reach out, CS projects is here to help, in a sustainable, manageable way.
 
Thanks for reading
 
Simon