Enhancing results through collaboration and risk management.
An insight into our methodology
Project management is one of our two principle functions. We help our clients to navigate their projects through to successful completion. We focus on methodology, sequence, partnership and risk. We engender an atmosphere within the supply chain that promotes construction excellence. We champion innovation and outside the box thinking through collaboration. We manage expectations well and focus on being able to predict project outcomes. This allows our clients to plan ahead, knowing that their position is measured and has been considered by construction professionals, representing their best interests.
“We have and continue to learn exceptionally well. We are not just experienced; we turn that experience into tangible programme and commercial improvements for our clients. When you work with fivethirds you are not simply engaging a contract administrator you’re engaging exceptional project management that will make a difference. “
We assess your project on an elemental level and articulate the activities needed for successful management. We assess their sequence and prioritise the critical path. We identify which key delivery partners will be needed and at what stage.
We review the project programme line by line and analyse. Is the time allowed for this activity realistic? Is there an alternative sequence? Where are the risks? What is their criticality? What options do we have for mitigation?
We understand the value of expert advice from the supply chain. Through consultation, we package and apportion risk. We create an environment where the project team can continue to challenge conventional thinking as a collective.
We obtain commitments from the supply chain and we obsess over their completion to the timescales agreed. Where progress is halted, we investigate why, and with whom. Then we solve, through to project close out.
Demonstrating how we identify and mitigate common project challenges within our industry.
A contractor persists in reporting that he is on programme despite a lack of construction progress.
Many take the position that the programme is the contractor’s problem and so are happy to accept their progress report. We approach this differently. A programme containing thousands of lines can be difficult to assess. We chose to interrogate actual and forecasted cashflow. This is less susceptible to user manipulation. Very quickly it becomes clear whether the programme is achievable. Now we can focus on project controls and other mitigation strategies to protect your position.
Leaks persist during the commissioning phase of a building, prior to handover, damaging finished areas and delaying practical completion.
Leaks are a common problem on many construction projects, so they do not come to us as a surprise. Instead, during RIBA stages 2 and 3 we discuss ‘leak prevention strategies’ with the design team. On works commencement, we further this discussion with the supply chain. It’s key for us that the mechanical site supervisor actively participates in these discussions and we have their buy in. One example of mitigation we have used is the inclusion of pressure gauges to every plumbed unit, if pressure drops significantly between first fix and commissioning, we know about it in advance and can prevent damage and delay.
A key member of the supply chain becomes insolvent during the course of a project.
This scenario also typically comes as no surprise to an experienced project manager. For months prior there may be a shortage of materials on site or a steep reduction in labour; all pointing to concerns over their solvency. We don’t leave this solely with the main contractor to manage. Instead we proactively meet with them and try to understand if we can assist their liquidity. We have found that adjusting payment terms or direct payment of materials and labour has greatly protected the clients’ interests in the past.
A serious accident takes place on site, resulting in a RIDDOR.
Most accidents on site are preventable with the appropriate planning and with the right ‘project culture’. We start by impressing upon the team our view of safety; we discuss it before programme or commercial subheadings at our progress meetings. We actively keep the risk of a serious accident on our risk register and ensure a contemporary discussion around current site conditions at regular intervals. In the event of a serious accident we plan a workshop with the supply chain and try to understand how we can make changes that will translate to safer working on the ground.
Maximising your investment
These are not just construction projects; they are your investments and we feel obligated to care for them. We methodically assess how we can do things safer, faster and to a better quality. The Devil is in the detail, so we stay in it right through to project completion.
Our core service offerings