What is project management & why does it matter - part 1
At Gunter & Co we work as one team to offer interior architecture, interior design and project management to our clients. Irene and her team lead on the interior architecture and interior design, whilst Ian and team are always on hand, on site and mostly on the phone as our in-house project management team.
In the early stages of a project one of the questions we get asked most frequently by our clients is whether there is a genuine need for a dedicated project manager, and what value a project manager actually brings to the table.
In this post Ian and Irene share why they think it is critical to have a project manager on board for any large scale renovation or refurbishment project, and why having the design team and project manager - internal or external - working closely together will pay for itself in the end.
What is project management?
Generally speaking project management is the process of managing the whole project; the programme, the budget, the execution and all the individual team members required to successfully complete a construction project.
A project manager within the luxury residential sector is responsible for ensuring that every element of the project, from start to finish, is planned for, costed, communicated to all stakeholders, reviewed, approved and delivered safely within the timeframe and on budget. However the additional requirement for project managers in the luxury residential & hospitality market is a healthy dose of design flair and creativity to ensure the many bespoke, innovative and artistic ideas thought up by the design team and their clients are seamlessly delivered.
A successful project management team is always thinking at least five steps ahead. Whether that relates to planning permissions, financial checks, consultant appointments, budgeting, sourcing craftsmen or all of the paperwork, health and safety provisions, building regulations and insurance matters.
Why is project management important?
A great project management team can make a huge difference to any project. The architecture, interior architecture and overall design scheme can be spectacular, but if deadlines and key milestones are missed, if budgets spiral out of control and if the small details are overlooked, a project can go from stunning to overrun in the blink of an eye. For a homeowner investing significant sums into the construction or refurbishment of their home a finish which is less than a perfect can really dampen the enjoyment of the space.
Often clients consider that their architect, main contractor, designer, or even themselves can take on the role of project manager at no additional cost. Although this approach is not impossible for a ‘seasoned’ and experienced client with a few projects under their belt and an exceptional team around them, this is not a route we’d recommend for a novice or the faint hearted!
In the vast majority of cases project management is a full time job for high end residential developments. Aside from having access to a large network of trusted contractors, consultants, manufacturers and having a defined project checklists & programmes, the project management team will bring a wealth of experience in contract management, cost planning, value engineering and organisational skills to the table.
Where a ‘white box’ finish on a new-built house could be completed with 5 trades or less, the average Gunter & Co project will see well over 20 specialist trades on site for the fixed elements alone. Whilst it is relatively easy and budget friendly to fix mistakes on a white box finish, it is anything-but for luxury interiors! Mistakes in programming, missed design approvals, ineffective communication or a lack of control of the subcontractors can lead to costly mistakes. It is very frustrating to have to ruin perfect wall finishes because a minor element of the mechanical or electrical services lacked proper testing, it is much worse if a bespoke centerpiece staircase is delivered a centimeter short of perfect due to missed communications and it is horrifying when entire stone floors need to be ripped up because the wrong order was placed. With hundreds of elements to review and approve a few mistakes are easy and costly to make.
The job of the project manager is therefore very often more about pre-empting than resolving issues. Working with the designer and architect to thoroughly understand what has to be built and making sure the execution on site follows suit. A task made much easier if the project management team can rely on years of lived experience.
Let’s talk about money
An aspect which many designers and architects shy away from until well into the tender phase of a project is talking about budgets. This is generally not because of a lack of knowledge, but because it plays second fiddle to the design workload. This area - together with execution on site - is where a close relationship between your designer and project manager is critical.
Even for ‘money-is-no-object’ projects, clients do in fact have a budget, or wish to understand how much they can expect to spend. For luxury interiors, aside from the ‘shell & core’ construction costs, a huge chunk of the funds will go towards the finishes you see. Depending on the type of project this will be multiple times the cost of building the shell.
By setting up a cost plan and having early budget meetings with the design team the project managers can provide an early indication of the budget to the clients and provide a budget guide for the designers to follow.
An effective project manager will support & provide checks and balances for the design team by suggesting areas for potential value engineering, proposing alternative finishes or materials and generally managing the impact of key design elements on the construction programme. Occasionally a minor change in design will save weeks of work and associated costs.
When do I know your project manager is working well?
In our view the best indicator of effective project management is when you start wondering why you are paying for the service in the first place - when it all seems to be much reward for very little effort.
Unfortunately for project managers they are generally only thrust into the limelight when things go wrong. But don’t be mistaken; when things go well it is not down to pure luck. A lot of emails, calls, meetings are happening behind the scenes, together with a huge amount of paperwork to keep the project running smoothly. If on move-in day you feel the process was rather smooth and enjoyable, have a thought for your project manager - they deserve much credit for it!
Part 2 - coming soon