Projects
Water, transport and municipal infrastructure, delivered for owners who had to keep operating while the work went on.
Water treatment plant upgrade
The utility brought us in nine months behind, with the contractor and the consultant no longer agreeing on what the contract required. We spent the first six weeks on an assessment: what had actually been built, how much work was genuinely outstanding, and what each open commercial position was worth.
After that it was a rebaselined programme everyone had signed up to, one change register, and a weekly forum with the authority to make decisions. The backlog came down over the following year and the plant was handed over with its deficiency list cleared.
What we did
- Independent assessment of schedule, cost and open commercial positions
- Rebaselined programme agreed with the contractor and the utility
- Change order backlog worked down and a single change register established
- Commissioning and operational readiness planning brought forward
Outcome
- Recovered programme agreed and held through to handover
- 140 open change orders closed without going to dispute
- Plant handed over with the deficiency list cleared and O&M documentation complete
Regional bridge rehabilitation
The closure allowance on this structure was fixed, so the staging drove everything else. Most of our early work went on testing the proposed sequence against what a contractor could realistically get done inside one construction season.
We represented the municipality from preliminary design through to closeout, running the tender and administering the contract in the field across both seasons.
What we did
- Owner's representative from preliminary design through to closeout
- Tender documents, bid period management and evaluation support
- Staging and traffic management reviewed against the closure allowance
- Contract administration and field review across two construction seasons
Outcome
- Delivered within the approved budget and the permitted closure windows
- Traffic staging agreed with the road authority ahead of each season
- No claims outstanding at closeout
Transit station expansion
The station stayed open throughout, so most of the productive work happened in the hours it was closed. The programme had to be built around night possessions rather than a normal working week, and the cost and schedule controls had to reflect that from the start.
We set those controls up before the first package went out, which gave the agency something to measure against for the whole of construction.
What we did
- Baseline schedule and cost control structure established at the outset
- Work packaged and sequenced around service hours and possessions
- Monthly forecast at completion with each variance explained
- Risk register maintained with named owners and review dates
Outcome
- Controls in place before construction started
- Forecast at completion held within the agency's contingency
- Reporting adopted by the agency across its wider capital programme