We’re about project management, understanding the intricacies of each project and using our skills to successfully deliver.
Every company is different and every company proclaims to be different in order to find its niche in the market. But ultimately, in our profession, it’s not about being different. It’s about understanding client requirements, caring, listening, challenging when you need to and having the ability to deliver on the promises you make to clients.
We’ve learnt – and yes, sometimes from mistakes – what makes a successful project. We’ve learnt what experience brings and how we can use this on the most complex of projects to bring about success.
And we never stop learning about design, delivery and decision making, because as projects become more challenging, our experience continues to grow. All of which ensures a successful outcome.
In these instances, we’re able to contribute to the viability of a project by taking the role of a surrogate client.
Adding value by advising non-professional clients who are faced with decisions unfamiliar to them. For instance, this can be by limiting the way in which other design-driven advisors will focus on their particular discipline.
An independent development manager will be able to guide the project, taking account of technical design issues, whilst recognising the concepts of buildability, value and viability.
On some commercial developments a client will employ a development manager to deliver the project. A development manager has the skills of a project manager, but also takes a financial stake in the outcome of the project.
Building Information Management
The role of Building Information Manager is fast emerging as a complementary skill needed in design teams, as the use and application of BIM gains acceptance.
This role is very similar to that of design manager, but includes the development of BIM Project Execution Plans and the BIM Protocol.
Ashfold has experience in providing these services and is currently implementing a service to supply 4D modelling.
Programming and planning
A core skill of any project manager is the ability to programme both design and construction works. We have the ability to produce both types of programme.
We can also write Construction Management Plans for planning applications, contribute to waste management plans and construction sequences that play an increasingly important part in complex planning applications.
We’re also developing the capability to use digital information from design teams to create construction sequences digitally (the fourth D in BIM). This is an emerging role that marries the knowledge of the design process with the experience of the build process prior to the appointment of a main contractor.
When a client engages a contractor, the contract form will usually name a contract administrator or Employer’s Agent (EA).
Both of these roles can be provided by Ashfold. This person is the administrator of the clients’ contractural obligations, i.e., the drafting and signing of the contract, drafting of instructions, agreeing snag lists and writing the certificate of practical completion (PC).
We’ve been working in Project Management for over 15 years.
During this time, the role of the project manager has evolved considerably. Now the most significant or complicated projects need a project manager to address a number of key issues, from the process of commissioning a design team and subsequently guiding the project through the construction process.
The role does not end there, as project managers are increasing essential to managing the handover of the built facility. They provide project leadership combined with management of the day-to-day processes.