CLIENT IN CONTROL

CLIENT IN CONTROL

  • Client hires CPMS to actively manage the project on their behalf.
  • CPMS recognises that client reputation is intertwined with their ability to deliver and helps them maintain greater control.
  • Client and CPMS work together to hire contractors – the right contractors with expertise in delivering the works.
  • Contract between client and contractors – no intermediary profit margin marking for CPMS.
Common PracticeClient hires main contractor and tries to hand over delivery risk on the promise that it will be delivered on time and within budget.
 
Client in Control

VALUE ENGINEERING

VALUE ENGINEERING

  • Working together with the client, CPMS implement aligned incentives and clear lines of communications with contractors.
  • Contractors are incentivised to offer value in the supply chain.
  • Changes to scope are cheaper and easier to mange.
  • Contractors with expertise in their particular field are engaged directly from the beginning of a project.
Common PracticeMain contractor and client develop their own separate management teams, duplicating roles. Several layers of sub-contracting increase costs as each contractor includes risk premium.
 
Value Engineering

STRATEGIC PLANNING - INCREASED EFFICIENCIES

STRATEGIC PLANNING - INCREASED EFFICIENCIES

  • CPMS takes the role of Principal Contractor on behalf of the client, and manages the integration of suppliers to optimise efficiency.
  • Clear and transparent planning helps contractors and sub-contractors understand their role and impact.
  • CPMS utilise 4D planning (3D + time) to help visualise large multi-disciplinary projects and make sure access is optimised and clashes avoided.
Common PracticeLack of leadership and direction leads to mistakes, delays and overspend. Sub-contractors work in isolation, unable to see the bigger picture required to achieve cost efficiencies.
 
Strategic Planning

SUCCESSFUL DELIVERY

SUCCESSFUL DELIVERY

  • Client has confidence that the project will be delivered on time and within budget because they have been involved every step of the way.
Common PracticeDelayed projects, client is exposed to repetitional risk of main contractors mistakes and is forced to invest more money to try and recover the project.
 
Successful Delivery