Start with the stage you are at
A project approaching procurement needs a different brief from a project with trades already on site. Tell us the outcome you need, the decisions already made and the gaps that are holding the next stage back.
Our commercial construction project management covers coordination of stakeholders, contractors, budgets, risks and compliance through the project programme. For a Wellington-region enquiry, include the property address, current design stage and the people already appointed.
Bring the current programme and cost information, even if they are still being developed. That gives the first discussion a useful starting point for defining the management scope and reporting needs.
Set appointment boundaries and decision rights
| Responsibility | Make the boundary clear |
|---|---|
| Owner decisions | Name who approves the brief, budget, appointments and changes. Set the information they need before deciding. |
| Management coordination | Agree programme coordination, meetings, information tracking, reporting and follow-up within our appointment. |
| Design and technical work | Name the appointed designers, engineers and other specialists responsible for their designs, details and technical advice. |
| Approvals and certification | Identify the responsible authority or appointed professional, submission owner, inspection requirements and sign-off records. |
A useful appointment states both the work and the authority that comes with it. For example, coordinating a proposed variation and its programme effect is different from the owner's decision to approve the cost.
Make reporting lead to a decision
Use a short decision register alongside the programme. Each open item should identify what is needed, who will provide it and when it affects the next activity.
Example: an unresolved external finish
- Decision: confirm the specified path finish and drawing revision.
- Information needed: design detail, supplier information and cost effect.
- Programme effect: date the choice is needed before procurement.
- Owner: named person authorised to approve the selection.
- Close-out: record the decision and issue the updated information to the affected trades.
Keep risks, cost changes and outstanding approvals visible in the same reporting rhythm. A status such as “awaiting design response” should also say whose response is needed and what work depends on it.
Pre-construction coordination in practice
Commercial building pre-construction, Hastings
Our Hastings engagement involved coordination through the pre-construction phases of a commercial building. We worked with the client, construction company, engineers, geotechnical specialists, subcontractors and trades.
For a Wellington project, map local approval responsibilities to the actual address. Where earthworks are part of the scope, include the relevant council and Greater Wellington requirements in the approvals register, together with the responsible specialist and programme dates.
Prepare for a useful first meeting
- State the project outcome, stage and preferred completion milestones.
- Bring the current drawings, budget information and programme.
- List appointed consultants, contractors and the owner's decision contact.
- Identify approvals obtained, applications underway and unresolved conditions.
- Highlight the coordination tasks you want included in the appointment.
For external works, connect the management brief to the landscape stages, fence and gate schedule and driveway access plan. Each package needs its own scope and a clear place in the overall programme.
If your programme also includes a Hawke's Bay property, our Hawke's Bay boundary-and-gate register helps separate that site's access and approval requirements.
Questions about your project
Can we discuss support before construction starts?
Yes. Our commercial work includes pre-construction coordination. Share the design stage, appointed team and decisions ahead so we can define the appropriate management scope.
Does project management include every technical sign-off?
The appointment identifies each responsibility. Design, engineering, authority approvals and certification remain with the relevant appointed specialists or authorities, with coordination defined in the management scope.