Picture an orchestra learning new music for a concert within a fixed amount of time. However skilled each musician is, the orchestra as a whole can hardly be ready for opening night without a conductor at the helm. The same can be said of the multi-disciplinary teams working toward the completion, say, of a commercial building or a flagship store. Effective construction project management is what sets the stage for a harmonious and successful end-to-end process culminating in a perfect, practical completion.With the goal of ensuring project completion within budget, safety limits and within the specified time frame, construction project management encompasses every aspect of building a structure, including:Planning each stage of the construction processCoordinating between teamsOverseeing the project day-to-dayNegotiating with suppliersEnsuring compliance with safety standards and building regulationsConstruction project management professionals must be conversant with design and build processes and tools, as well as construction law and team leadership.Defining the Project Management FrameworkThe fundamentals of construction project management are broadly based on the planning, coordination and execution stages of the project. These stages may, in turn be classified according to the management of the following aspects:BudgetCostDefining and delegating tasksDesignProfessions or TradesQuality controlSafetyTimelineBecause of the complexity of construction projects, the many different stakeholders may be classified according to their direct or indirect contributions toward project completion. Direct stakeholders include clients and sponsors, the project management team, designers, builders, tradespeople, vendors, contractors and consultants.Clients, sponsors and the construction project management team are primarily involved in the planning and coordination stages. It is during the planning stages that the Scope of Work or SOW is drawn up. The SOW usually contains an overview, the objectives, the deliverables, the timeline, and an outline of how the project will be managed.The project management team and the other stakeholders named would then become involved in the coordination and execution stages. Meanwhile, indirect contributors to the project’s completion include organisations such as utility companies, the local government bodies that issue building permits and the owners of neighbouring properties.Planning for SuccessFeasibility studies are indispensable where the success of a project correlates with the success of a business. Widely used for feasibility studies across industries, the TELOS formula is also often applied in construction project management:Technology: Will stakeholders have access to tools and systems needed for project completion?Economics: Is the budget sufficient for achieving the desired outcome?Legal: How difficult will it be to obtain the necessary permits or to comply with safety standards?Organisation: Are there sufficient human resources to work on the project?Scheduling: Is the timeframe realistic for completing the project?In developing the plans for construction projects, the two general approaches that are often taken are to either plan according to the timeframe, or according to the budget. Larger or more complex construction projects usually align their plans using both approaches.Plans, in general, would then comprise processes and technology, task priorities, task assignments, and time and resource allocations.Preparing risk management protocols is an absolute must in planning for a successful construction project. These protocols must be detailed and easy to act upon at a moment’s notice to help the project stay on course in the event of the following:Accidents involving workers or equipment on the construction siteInterrupted funding for the construction projectContract disputes with clients, suppliers and other stakeholdersMisunderstandings or mismanagement of any aspect of the projectNatural disasters such as bushfires, earthquakes or floodsBuilding a Solid TeamAssembling the right team and facilitating collaboration among team members is vital to construction project management. This begins by clearly defining the roles of all team members and making sure they understand what they are accountable for. While team rosters vary according to the project’s SOW, the line-up working on a construction project generally includes architects, designers and engineers. It also includes the professionals who will be working on-site along with their supervisors, and the manager who is responsible for the entire team.Individual responsibilities are typically laid out in a diagram called a Work Breakdown Structure or WBS, and assigned using a RACI chart. RACI stands for those Responsible for a task, those Accountable for checking completed tasks, those Consulted during tasks, and those who are Informed or kept in the loop throughout the process. Used for project planning across industries, WBS and RACI are particularly helpful in construction project management, especially for large-scale projects.Projects of any scale, however, will need a streamlined communication process between team members as well as the various teams involved. Communications must be standardised and consistent between office-based management and those working on-site. All information being shared across teams must also be uniform and centralised to avoid confusion and miscommunication.Effective Communication and DocumentationAll stakeholders must refer to the RACI chart to know exactly who they should be communicating with during a project. Messages must be clear, concise, and timely as well as sent through the channels agreed upon during planning. Construction project management must also implement robust project documentation and reporting procedures to ensure that project objectives are met and that every task is closely monitored from start to finish. For construction projects, documentation and reporting generally includes:Daily quality inspections of materials, processes and completed workDaily construction activities including meetings and on-site visitorsDesigns and drawings including plans and as-built or updated red-line drawingsSubmittals from contractors and consultants according to schedule (e.g. biweekly)Project documents and reports are typically presented at regular progress meetings which are usually held monthly. These meetings not only update stakeholders on the status of a project but enable them to address issues promptly. Because major issues may be at stake (e.g. project delays, budget adjustments), these meetings are also usually attended by the client and other key decision makers.Resource Management and OptimisationConstruction project management faces formidable challenges related to resource management and optimisation because of the many different kinds of resources involved. These resources include materials, equipment, vehicles, manufacturing facilities and the multiple teams working on the project.Inadequate resource forecasting is one of the main reasons construction projects fail, making resource allocation a main focus area for construction project management. Every aspect of the project must be understood in-depth to ensure resources are managed efficiently, with management procedures having been established during the project’s early planning stages. All resources must be properly identified and documented, and while allowances must be made for contingencies, care must also be taken to avoid over-allocation.Monitoring and controlling project costs, labour and materials involves being able to spot instances where the project plan is not being followed. While finding ways to cut costs or use resources more efficiently is done during the early planning stages, there are four ways to improve resource management overall during a construction project:Access real-time data on worker status and asset locationStay on top of real-time updates on task progressKnow the condition and lifespan of the equipment being usedTrack team expenditures and productivityManaging Project RisksWhile it is impossible to foresee everything that could go wrong with a project, it is possible to prepare for contingencies common to the construction industry. The most common involve human resources such as productivity and labour shortages as well as health and safety hazards. Others involve contractors that do not fulfil their contracts, and major changes to the SOW.Effective construction project management includes having a risk management process in place which may be broken down as follows:Identifying, assessing and prioritising all possible risks Creating a mitigation plan and assigning a person in charge for each riskMonitoring the implementation of the plans and keeping key decision makers updatedSharing these plans and related progress reports with all stakeholdersProject aspects that should be particularly monitored and evaluated include the design process, permits and compliance, on-site conditions, new additions to the team, and overall team performance and morale.Quality Control and AssuranceSuperior quality with no defects for a practical completion should be the ultimate goal of construction project management. Quality control not only reduces the chances of having to rework certain parts of the project, but also delights the client and increases the chances of client retention.Quality standards and specifications are established during the early planning stages of the project. Note that “quality” in construction projects is defined as meeting the project plan’s objectives exactly, the first time, and on time. Having established the standards and specifications, regular inspections and quality audits should be conducted to ensure compliance. These inspections and audits must, in turn, make sure that they are using the latest versions of the standards and specifications.Auditing a construction project generally involves the following steps:Asking clients whether their expectations are met or whether they have found any issuesInspecting the quality of the workmanship and whether the correct procedures are being usedMaking sure all records and reports are being completed and filed properlyCrosschecking the reports with the actual work being doneAsking on-site team members whether they have what they need to perform their tasks wellReferring to previous audit findings to see whether they have been acted uponPlanning the next audit based on current audit resultsProcurement and Supply Chain ManagementOverseeing the procurement process and facilitating relationships with suppliers are crucial components of construction project management. Supplier relationships are essential to ensuring the availability of resources throughout a project, and strengthening these ties is highly recommended versus looking for suppliers on an ad hoc basis. This can be done by:Working together on small projects to start withMeeting regularly and maintaining transparent and open communicationsSending clearly defined purchase orders and documentationPaying completely and on timeMaking sure that materials and equipment are delivered on time is the goal of the construction procurement process, which begins with making sure suppliers understand the project requirements. This is followed by the bidding process and subsequently, purchasing the materials and leasing the equipment.All contracts must be tracked along with fluctuating costs while keeping an eye on the overall construction timeline.It is also recommended to promote sustainable and ethical procurement practices which means that sustainability will be added to the price, quality and time considerations traditionally given precedence during the procurement process. Any contracts drawn up for the construction project can require suppliers to ensure and validate the sustainability of their supply chains.Sustainable and ethical procurement focuses on sourcing construction materials that reduce carbon emissions, power consumption, waste production, and water usage.Safety and Regulatory ComplianceWorking on construction projects exposes everyone involved to significant physical safety hazards, which is why safety must be a key focus area for construction project management. Under Australia’s Model Work Health and Safety Act, a Person Conducting a Business or Undertaking or PCBU is responsible for ensuring the health and safety of workers and others on site. PCBUs must also coordinate with anyone who is directly affected by the project, and are not allowed to delegate their health and safety responsibilities to anyone else. A PCBU may, however, have a qualified independent or third party conduct regular safety inspections which usually focus on building processes, hazards, ladders, Mobile Elevating Work Platforms or MEWPs, and scaffolding. Training the project team on safety procedures is also a major part of a PCBU’s responsibilities. Training must be tailor-fit to a team’s specific functions as well as safety practices in general which include:Wearing the correct personal protective equipment or PPECorrect building and maintenance of scaffoldingPositioning signage with clear warnings and remindersRegular check-ins or communication between team members on-siteSupervisors must also be particularly trained to keep an eye out for unsafe practices and be made aware of the repercussions should accidents occur as a result.Change Management and AdaptabilityAlso known as “scope creep”, changes to the SOW were mentioned under the section on risk management because of its potential to derail a construction project. “Creep” pertains to the way minor changes which are easily overlooked can and often do accumulate over time, necessitating major adjustments to the construction project management plan.Examples of such changes include revising the design and layout space which, in turn, is likely to involve changes in plumbing and electrical. Such changes may also not be covered by permits which were obtained at the outset. Even seemingly simple changes such as an extra window or floor tiles can all add up to drain the overall project budget.Anticipating these changes so that they can be managed during actual construction is done during the early planning stages with the help of experienced construction project managers. This experience, coupled with drawing up the WBS, enables managers to foresee and identify potential problem areas so that change control processes can be put in place ahead of time. While every aspect of the construction project must adhere to the overall project plan, leaving room for flexibility will enable team members to better adapt to changes and keep scope creep under control. Apart from establishing risk management processes, this can be done by maintaining open communications among team members, tracking expenses, and using technology to streamline and automate processes where possible.Performance Evaluation and Continuous ImprovementMonitoring the progress of a construction project is not only for making sure the project is well on its way towards completion. Using key performance indicators or KPIs also enable the construction project management team to spot and address issues as they arise and to ensure the safety of everyone involved. Among the most essential KPIs in a construction project of any scale are those that track:Quality. These KPIs quantify client satisfaction, and track the number of defects in the materials and the work as well as the time taken to repair them.Safety. These KPIs track the number of accidents involving suppliers, the number of safety meetings held, and most importantly, the number of incidents.Timeliness. These KPIs will tell managers whether too much time is being spent on a particular stage in the process and whether the entire project timeline needs to be adjusted.Construction project evaluations are not just carried out after practical completion but throughout the entire building process. Apart from the aforementioned KPIs, the indicators covered by these evaluations include billing, cost and profitability, as well as the satisfaction of the client and the team.Because of the project-based nature of the construction industry, a structured feedback mechanism is not recommended in construction project management. Regular team meetings that encourage feedback are among the best approaches for gathering insights into how individual and team performance may be improved. Case Studies: Exemplary Construction Project Management Success StoriesThe French International School in Hong Kong had only the duration of the school holidays to refurbish their facilities which included 15 classrooms, a library, the school counsellors’ office, all windows and the school’s facade. As lead consultant and management contractor of this large-scale build project, Greater Group placed particular emphasis on cohesive creative design and functional planning to level-up the campus experience for students, teachers and staff. Having worked with the School before gave the Group an edge in preparing the project budget and finding cost-effective solutions.Also in Hong Kong, The Great Room coworking space was a build and procurement project covering 20,000 square feet comprising a spacious lounge, offices, boardrooms and a fully equipped kitchen. Greater Group rose to the challenge of procuring the premium materials required by the luxurious design which included metal, timber, leather and textile.Greater Group also took on design and build duties for the Coca-Cola office in Singapore, taking bold and innovative design risks while remaining true to the brand’s identity and heritage. Working with sustainability in mind, the Group incorporated natural and repurposed materials while prioritising the needs of the employees with a combination of biophilic elements, creative lighting and generous space allocations.Achieve Harmonious Construction Project ManagementJust as a musicians perform beautifully as one under a conductor, the key elements of effective construction project management can come together for a practical completion of outstanding quality:Framework and PlanningBuilding the TeamEffective Communication and DocumentationResource Management and OptimisationProject Risk ManagementQuality Control and AssuranceProcurement and Supply Chain ManagementSafety and Regulatory ComplianceChange Management and AdaptabilityPerformance Evaluation and ImprovementOnly when these elements harmonise together can a construction project be completed efficiently whilst ensuring the safety and satisfaction of all stakeholders. Be sure to consider each of these elements carefully during every construction project to be able to look forward to a successful and extraordinary outcome.Greater Group is a multi-disciplinary global retail design agency. We have been creating award-winning retail spaces, customer experiences and workplaces since 1989, utilising our combined expertise to deliver high-impact, high-return design, fit-out and manufacturing solutions and provide clients with one point of contact throughout.Contact us at contact@thegreatergroup.com to discuss how we can elevate your brand through innovative, future-proof retail design solutions.Share :
Picture an orchestra learning new music for a concert within a fixed amount of time. However skilled each musician is, the orchestra as a whole can hardly be ready for opening night without a conductor at the helm. The same can be said of the multi-disciplinary teams working toward the completion, say, of a commercial building or a flagship store. Effective construction project management is what sets the stage for a harmonious and successful end-to-end process culminating in a perfect, practical completion.With the goal of ensuring project completion within budget, safety limits and within the specified time frame, construction project management encompasses every aspect of building a structure, including:Planning each stage of the construction processCoordinating between teamsOverseeing the project day-to-dayNegotiating with suppliersEnsuring compliance with safety standards and building regulationsConstruction project management professionals must be conversant with design and build processes and tools, as well as construction law and team leadership.Defining the Project Management FrameworkThe fundamentals of construction project management are broadly based on the planning, coordination and execution stages of the project. These stages may, in turn be classified according to the management of the following aspects:BudgetCostDefining and delegating tasksDesignProfessions or TradesQuality controlSafetyTimelineBecause of the complexity of construction projects, the many different stakeholders may be classified according to their direct or indirect contributions toward project completion. Direct stakeholders include clients and sponsors, the project management team, designers, builders, tradespeople, vendors, contractors and consultants.Clients, sponsors and the construction project management team are primarily involved in the planning and coordination stages. It is during the planning stages that the Scope of Work or SOW is drawn up. The SOW usually contains an overview, the objectives, the deliverables, the timeline, and an outline of how the project will be managed.The project management team and the other stakeholders named would then become involved in the coordination and execution stages. Meanwhile, indirect contributors to the project’s completion include organisations such as utility companies, the local government bodies that issue building permits and the owners of neighbouring properties.Planning for SuccessFeasibility studies are indispensable where the success of a project correlates with the success of a business. Widely used for feasibility studies across industries, the TELOS formula is also often applied in construction project management:Technology: Will stakeholders have access to tools and systems needed for project completion?Economics: Is the budget sufficient for achieving the desired outcome?Legal: How difficult will it be to obtain the necessary permits or to comply with safety standards?Organisation: Are there sufficient human resources to work on the project?Scheduling: Is the timeframe realistic for completing the project?In developing the plans for construction projects, the two general approaches that are often taken are to either plan according to the timeframe, or according to the budget. Larger or more complex construction projects usually align their plans using both approaches.Plans, in general, would then comprise processes and technology, task priorities, task assignments, and time and resource allocations.Preparing risk management protocols is an absolute must in planning for a successful construction project. These protocols must be detailed and easy to act upon at a moment’s notice to help the project stay on course in the event of the following:Accidents involving workers or equipment on the construction siteInterrupted funding for the construction projectContract disputes with clients, suppliers and other stakeholdersMisunderstandings or mismanagement of any aspect of the projectNatural disasters such as bushfires, earthquakes or floodsBuilding a Solid TeamAssembling the right team and facilitating collaboration among team members is vital to construction project management. This begins by clearly defining the roles of all team members and making sure they understand what they are accountable for. While team rosters vary according to the project’s SOW, the line-up working on a construction project generally includes architects, designers and engineers. It also includes the professionals who will be working on-site along with their supervisors, and the manager who is responsible for the entire team.Individual responsibilities are typically laid out in a diagram called a Work Breakdown Structure or WBS, and assigned using a RACI chart. RACI stands for those Responsible for a task, those Accountable for checking completed tasks, those Consulted during tasks, and those who are Informed or kept in the loop throughout the process. Used for project planning across industries, WBS and RACI are particularly helpful in construction project management, especially for large-scale projects.Projects of any scale, however, will need a streamlined communication process between team members as well as the various teams involved. Communications must be standardised and consistent between office-based management and those working on-site. All information being shared across teams must also be uniform and centralised to avoid confusion and miscommunication.Effective Communication and DocumentationAll stakeholders must refer to the RACI chart to know exactly who they should be communicating with during a project. Messages must be clear, concise, and timely as well as sent through the channels agreed upon during planning. Construction project management must also implement robust project documentation and reporting procedures to ensure that project objectives are met and that every task is closely monitored from start to finish. For construction projects, documentation and reporting generally includes:Daily quality inspections of materials, processes and completed workDaily construction activities including meetings and on-site visitorsDesigns and drawings including plans and as-built or updated red-line drawingsSubmittals from contractors and consultants according to schedule (e.g. biweekly)Project documents and reports are typically presented at regular progress meetings which are usually held monthly. These meetings not only update stakeholders on the status of a project but enable them to address issues promptly. Because major issues may be at stake (e.g. project delays, budget adjustments), these meetings are also usually attended by the client and other key decision makers.Resource Management and OptimisationConstruction project management faces formidable challenges related to resource management and optimisation because of the many different kinds of resources involved. These resources include materials, equipment, vehicles, manufacturing facilities and the multiple teams working on the project.Inadequate resource forecasting is one of the main reasons construction projects fail, making resource allocation a main focus area for construction project management. Every aspect of the project must be understood in-depth to ensure resources are managed efficiently, with management procedures having been established during the project’s early planning stages. All resources must be properly identified and documented, and while allowances must be made for contingencies, care must also be taken to avoid over-allocation.Monitoring and controlling project costs, labour and materials involves being able to spot instances where the project plan is not being followed. While finding ways to cut costs or use resources more efficiently is done during the early planning stages, there are four ways to improve resource management overall during a construction project:Access real-time data on worker status and asset locationStay on top of real-time updates on task progressKnow the condition and lifespan of the equipment being usedTrack team expenditures and productivityManaging Project RisksWhile it is impossible to foresee everything that could go wrong with a project, it is possible to prepare for contingencies common to the construction industry. The most common involve human resources such as productivity and labour shortages as well as health and safety hazards. Others involve contractors that do not fulfil their contracts, and major changes to the SOW.Effective construction project management includes having a risk management process in place which may be broken down as follows:Identifying, assessing and prioritising all possible risks Creating a mitigation plan and assigning a person in charge for each riskMonitoring the implementation of the plans and keeping key decision makers updatedSharing these plans and related progress reports with all stakeholdersProject aspects that should be particularly monitored and evaluated include the design process, permits and compliance, on-site conditions, new additions to the team, and overall team performance and morale.Quality Control and AssuranceSuperior quality with no defects for a practical completion should be the ultimate goal of construction project management. Quality control not only reduces the chances of having to rework certain parts of the project, but also delights the client and increases the chances of client retention.Quality standards and specifications are established during the early planning stages of the project. Note that “quality” in construction projects is defined as meeting the project plan’s objectives exactly, the first time, and on time. Having established the standards and specifications, regular inspections and quality audits should be conducted to ensure compliance. These inspections and audits must, in turn, make sure that they are using the latest versions of the standards and specifications.Auditing a construction project generally involves the following steps:Asking clients whether their expectations are met or whether they have found any issuesInspecting the quality of the workmanship and whether the correct procedures are being usedMaking sure all records and reports are being completed and filed properlyCrosschecking the reports with the actual work being doneAsking on-site team members whether they have what they need to perform their tasks wellReferring to previous audit findings to see whether they have been acted uponPlanning the next audit based on current audit resultsProcurement and Supply Chain ManagementOverseeing the procurement process and facilitating relationships with suppliers are crucial components of construction project management. Supplier relationships are essential to ensuring the availability of resources throughout a project, and strengthening these ties is highly recommended versus looking for suppliers on an ad hoc basis. This can be done by:Working together on small projects to start withMeeting regularly and maintaining transparent and open communicationsSending clearly defined purchase orders and documentationPaying completely and on timeMaking sure that materials and equipment are delivered on time is the goal of the construction procurement process, which begins with making sure suppliers understand the project requirements. This is followed by the bidding process and subsequently, purchasing the materials and leasing the equipment.All contracts must be tracked along with fluctuating costs while keeping an eye on the overall construction timeline.It is also recommended to promote sustainable and ethical procurement practices which means that sustainability will be added to the price, quality and time considerations traditionally given precedence during the procurement process. Any contracts drawn up for the construction project can require suppliers to ensure and validate the sustainability of their supply chains.Sustainable and ethical procurement focuses on sourcing construction materials that reduce carbon emissions, power consumption, waste production, and water usage.Safety and Regulatory ComplianceWorking on construction projects exposes everyone involved to significant physical safety hazards, which is why safety must be a key focus area for construction project management. Under Australia’s Model Work Health and Safety Act, a Person Conducting a Business or Undertaking or PCBU is responsible for ensuring the health and safety of workers and others on site. PCBUs must also coordinate with anyone who is directly affected by the project, and are not allowed to delegate their health and safety responsibilities to anyone else. A PCBU may, however, have a qualified independent or third party conduct regular safety inspections which usually focus on building processes, hazards, ladders, Mobile Elevating Work Platforms or MEWPs, and scaffolding. Training the project team on safety procedures is also a major part of a PCBU’s responsibilities. Training must be tailor-fit to a team’s specific functions as well as safety practices in general which include:Wearing the correct personal protective equipment or PPECorrect building and maintenance of scaffoldingPositioning signage with clear warnings and remindersRegular check-ins or communication between team members on-siteSupervisors must also be particularly trained to keep an eye out for unsafe practices and be made aware of the repercussions should accidents occur as a result.Change Management and AdaptabilityAlso known as “scope creep”, changes to the SOW were mentioned under the section on risk management because of its potential to derail a construction project. “Creep” pertains to the way minor changes which are easily overlooked can and often do accumulate over time, necessitating major adjustments to the construction project management plan.Examples of such changes include revising the design and layout space which, in turn, is likely to involve changes in plumbing and electrical. Such changes may also not be covered by permits which were obtained at the outset. Even seemingly simple changes such as an extra window or floor tiles can all add up to drain the overall project budget.Anticipating these changes so that they can be managed during actual construction is done during the early planning stages with the help of experienced construction project managers. This experience, coupled with drawing up the WBS, enables managers to foresee and identify potential problem areas so that change control processes can be put in place ahead of time. While every aspect of the construction project must adhere to the overall project plan, leaving room for flexibility will enable team members to better adapt to changes and keep scope creep under control. Apart from establishing risk management processes, this can be done by maintaining open communications among team members, tracking expenses, and using technology to streamline and automate processes where possible.Performance Evaluation and Continuous ImprovementMonitoring the progress of a construction project is not only for making sure the project is well on its way towards completion. Using key performance indicators or KPIs also enable the construction project management team to spot and address issues as they arise and to ensure the safety of everyone involved. Among the most essential KPIs in a construction project of any scale are those that track:Quality. These KPIs quantify client satisfaction, and track the number of defects in the materials and the work as well as the time taken to repair them.Safety. These KPIs track the number of accidents involving suppliers, the number of safety meetings held, and most importantly, the number of incidents.Timeliness. These KPIs will tell managers whether too much time is being spent on a particular stage in the process and whether the entire project timeline needs to be adjusted.Construction project evaluations are not just carried out after practical completion but throughout the entire building process. Apart from the aforementioned KPIs, the indicators covered by these evaluations include billing, cost and profitability, as well as the satisfaction of the client and the team.Because of the project-based nature of the construction industry, a structured feedback mechanism is not recommended in construction project management. Regular team meetings that encourage feedback are among the best approaches for gathering insights into how individual and team performance may be improved. Case Studies: Exemplary Construction Project Management Success StoriesThe French International School in Hong Kong had only the duration of the school holidays to refurbish their facilities which included 15 classrooms, a library, the school counsellors’ office, all windows and the school’s facade. As lead consultant and management contractor of this large-scale build project, Greater Group placed particular emphasis on cohesive creative design and functional planning to level-up the campus experience for students, teachers and staff. Having worked with the School before gave the Group an edge in preparing the project budget and finding cost-effective solutions.Also in Hong Kong, The Great Room coworking space was a build and procurement project covering 20,000 square feet comprising a spacious lounge, offices, boardrooms and a fully equipped kitchen. Greater Group rose to the challenge of procuring the premium materials required by the luxurious design which included metal, timber, leather and textile.Greater Group also took on design and build duties for the Coca-Cola office in Singapore, taking bold and innovative design risks while remaining true to the brand’s identity and heritage. Working with sustainability in mind, the Group incorporated natural and repurposed materials while prioritising the needs of the employees with a combination of biophilic elements, creative lighting and generous space allocations.Achieve Harmonious Construction Project ManagementJust as a musicians perform beautifully as one under a conductor, the key elements of effective construction project management can come together for a practical completion of outstanding quality:Framework and PlanningBuilding the TeamEffective Communication and DocumentationResource Management and OptimisationProject Risk ManagementQuality Control and AssuranceProcurement and Supply Chain ManagementSafety and Regulatory ComplianceChange Management and AdaptabilityPerformance Evaluation and ImprovementOnly when these elements harmonise together can a construction project be completed efficiently whilst ensuring the safety and satisfaction of all stakeholders. Be sure to consider each of these elements carefully during every construction project to be able to look forward to a successful and extraordinary outcome.Greater Group is a multi-disciplinary global retail design agency. We have been creating award-winning retail spaces, customer experiences and workplaces since 1989, utilising our combined expertise to deliver high-impact, high-return design, fit-out and manufacturing solutions and provide clients with one point of contact throughout.Contact us at contact@thegreatergroup.com to discuss how we can elevate your brand through innovative, future-proof retail design solutions.Share :