All In Project Management arose from the realisation that homeowners and family developers are largely unrepresented in the home rebuilding and small development sectors. The process of scoping, budgeting, designing, Council approvals and undertaking substantial works on a property is utterly unfamiliar to the majority of the population. Despite this, homeowners and family developers frequently outlay hundreds of thousands of dollars seeking to capitalise upon the inherent value of their land without their interests being truly represented.
When looking at undertaking substantial alterations to our own house in Randwick while living in the UK some years ago, the Principal was struck by the lack of client-side project management options in the single-dwelling residential sector. We were fortunate in that the architect appointed to design and manage our works did an excellent job. However, the fact is that we could have easily been paired with someone less suitable for the task of managing the job in our absence. Further, a perceived misalignment of financial interests between client and architect struck a chord, and the seeds of All In Project Management were planted.
Below are the core philosophies of All In Project Management and how they relate to the management of your upcoming project.
One of the key Intellectual Property elements of All In Project Management relates to the Principal’s insight into the architectural styles and working preferences amongst the architects who service Sydney’s coastal, harbourside and inner west suburbs. Further to this is the knowledge of, and working relationships with the builders who undertake the large, complex projects designed by those same architects.
Matching homeowner’s budget, scope and timing preferences with those same architects and builders is a unique attribute of the service. However, and of greater importance, All In Project Management is not aligned with, or contracted to, any external builders, architects or consultants. Having an excellent working relationship with these key parties is critical to its effective delivery, but does not imply a future obligation or dilution of our independent service offering.
Forming a collaborative relationship with the client is an important part of All In Project Management’s approach. Although the service is directed at busy professionals without the time or inclination to attempt directing their own redevelopment project, no two property or landowners are the same in relation to their knowledge, experience, relationships and appetite for involvement.
As such, there is plenty of opportunity for landowners to participate in the process as much or as little as they desire. This may involve using an architect from a previous project, being present at some or all scheduled Project Control Group (PCG) meetings, or simply speaking once a week about build progress or issues with the Development Application (DA).
Determining your desired level of collaboration at project inception is just another way of creating expectations, fostering ownership of your own project, and more accurate pricing of our involvement depending on which service elements are required.
All In Project Management is built upon avoiding issues through proactive, concise communication.
Of critical importance is ensuring that the landowners is made entirely aware of the process, risks, issues and choices that are likely to arise throughout their project prior to project inception. This ensures that expectations are established for all parties and the viability of the desired program and budget are affirmed early.
During the project, all parties are kept abreast of project status, action items, meeting minutes and potential issues through an appropriate mix of emails, phone calls and face-to-face meetings.
Project Control Group (PCG) meetings are chaired by All In Project Management to ensure centrality of communications, with control over all versions of drawings, specifications and Requests for Information (RFIs) maintained throughout the project.
Client meetings are scheduled regularly to ensure that the expectations established at the front end of the project are maintained throughout.
The philosophy of a fixed lump-sum project management fee is to ensure the ongoing alignment of interests between client and project manager. A fixed fee at project inception reflects the inherent complexity, risk and estimated length of the project and incentivises the project manager to deliver on time and to budget.
The alternative? Hourly rates and variable fees that can rise in line with final construction costs. This represents a significant departure from initial expectations, client satisfaction and the essence of this business.
Paying a dedicated project manager to deliver the job displaces the same fee and responsibility that would normally lie with the architect and ensures your house alteration project is being overseen with sole focus by a professional dedicated to the task.
The alignment of interests between client and project manager will remain one of the core principles of All In Project Management.