Companies planning to build a new manufacturing facility, warehouse or logistics centre often rush to complete the preparation phase as quickly as possible, as time in business equals money. However, this very haste frequently becomes the reason why construction budgets increase by millions and projects are delayed.
More preparation leads to fewer mistakes
The construction process can be divided into two stages: preparation and execution. The more time and effort are invested in the preparation stage, the smoother and shorter the execution stage becomes.
I have seen many cases where designers rush to complete the project, obtain permits and start construction as soon as possible. In reality, the faster a project is prepared, the more errors it tends to contain. Every error, even a very small one, inevitably turns into additional costs, unforeseen works and delays on site.
For this reason, a tender for construction works should be announced only when not only the technical design but also the working design has been completed. Only then is it possible to forecast costs more accurately and manage the budget effectively. With proper planning, a contingency of around 10 percent should be sufficient. Such a reserve is normal, unlike cost overruns of several dozen percent.
Contractor selection is a process that requires expertise
A construction project is not just a new building. First and foremost, it involves hundreds of decisions, dozens of stakeholders and thousands of pages of documentation. Contractor selection is one of the most complex parts of this process and, depending on the scope of the project, may take several months.
At this stage, it is essential to assess contractors’ financial capacity and their ability to attract the required resources, as well as to review their completed project portfolios. Only after that can discussions move on to guarantees and the alignment of contractual obligations.
For example, in the Klaipėda „Memelio miestas“ project under our supervision, which covers an area of 30,000 square metres, the contractor selection process took three months.
When choosing a project management partner, it is important to assess not only an attractive portfolio but also the ability to solve problems. Real experience is revealed not only through success stories but through the ability to handle unexpected situations. Companies that openly share their experience, do not hide mistakes and learn from them often become the most reliable partners. One of the key functions of a project management company is to help the client anticipate and manage risks.
Effective cooperation therefore means that identified risks are clearly documented in the contract. This helps to avoid ambiguous wording that may lead to disputes at any stage of design or construction. Standard construction contracts are often merely templates from which negotiations begin. Reliable partners discuss potential changes before signing and clearly define responsibilities, timelines and obligations.
When selecting a project management company, it is important to consider not only experience but also whether there is a strong team with clearly defined roles and what tools and technologies are used to control processes. This reduces risk and ensures smooth project delivery. Recommendations and client feedback also provide valuable insight into the quality of completed projects and future cooperation opportunities.
Digital solutions are an investment that pays off
Innovation helps to avoid delays and costly mistakes. Design in a 3D environment, scanning of existing conditions and other digital solutions make it possible to identify and resolve issues during the design stage, before a contractor is selected.
BIM is currently proving particularly effective. It is one of the key innovations contributing to project success and significantly reducing the likelihood of errors. BIM is valuable both during design and construction, which is why it is important that both clients and contractors are able to work with this tool.
Although some clients question the value of such investments, practice shows the opposite. By the end of the project, it becomes clear that the cost of digital solutions was relatively low, while the benefits were clear: continuous technical control, improved sustainability and higher quality.
It can be confidently stated that in the future, construction supervision will become even more integrated with advanced technological solutions. Digitalisation will save time and costs, but it will also require investment in specialist training and the attraction of new talent capable of working with modern technologies.
Nevertheless, technology will not replace people. The need for qualified professionals will remain critically important. Professional project supervision ensures that innovations are applied correctly and create real value.
Ultimately, a client has two options: to learn from their own mistakes or to use the experience of professional project managers. When construction is not a company’s core activity, a professional project management partner helps reduce risk, stay within budget and timelines, and allows the business to focus on its core operations.
