Contracts management in Lincolnshire

A contracts manager takes overall responsibility for delivering the project. That means mobilising the site, holding the programme, co-ordinating sub-contractors and their interfaces, controlling cost and change, managing health and safety, checking quality as the work goes in, and running handover at the end. Day to day it is mostly making decisions early enough that they are still cheap.

Yes. We are often brought onto jobs that have lost their programme or their commercial grip. We start with an honest review of where the project actually is, what has been ordered, what has been valued and what change has happened but never been recorded, then rebuild the programme and the controls from that position rather than the original plan.

We can. Where we are appointed as principal contractor we plan, manage and monitor the construction phase in line with CDM duties, including site safety, welfare, sub-contractor competence, inspections and records. Where somebody else holds that role, we work alongside them and make sure the obligations are actually being met on site.

By keeping the programme live rather than laminated. It gets updated, progress is measured against it, and slippage is dealt with in the week it appears rather than the month it becomes obvious. Most delays are not caused by the trade that is behind, they are caused by information or materials that were needed three weeks earlier.

The principles are the same but refurbishment carries more unknowns. Existing structures, live buildings, occupied areas, asbestos and services that are not where the drawings say they are. We plan refurbishment work with more survey information up front and more contingency in the sequence, because the surprises tend to arrive early.