A recognised construction delivery route that puts the client at the heart of every project. It empowers, re-assures, boosts efficiency, encourages collaboration, harnesses talent and delivers the highest quality results.

 

Construction Management (CM) gives the client the tools they need to stay in control of their vision. It is often used when the design needs to run in tandem with construction or where a scheme proves technically challenging to the market place.

At Moor Manage we have a proven track record of working successfully and efficiently with the client and their team delivering projects that are a step above traditional construction contract approaches. We are there to solve your problems to meet the challenge.

This table highlights the differing level of involvement offered by traditional construction delivery and the approach we take at Moor Manage:

Traditional

Working with a construction management consultancy offers numerous benefits to any project. Our early involvement increases ‘buildability’ by allowing the CM and client valuable input into the design process and therefore early identification and influence over timeframes, costs and potential challenges. A traditional contractor-led build will have no such opportunity which very often leads to an unrealistic initial costing, increased charges later and a disjoint between the client’s vision and the reality in terms of programme, budget and specification.

Design & Build

Construction Management offers the reassurance that high quality and consistently impeccable standards will never be compromised. By joining the process early, the CM is able to oversee the detail of a design specification, eliminating any risk that poorer quality materials will be used to make unrealistic savings. In addition, CM involvement, unlike Design & Build, does not include any ‘risk premium’ that can increase the initial price, nor does a CM approach encourage any unwanted post-contract additional changes.

Management Contracting

A CM approach to building allows the client to have control over the trade contractors who are contracted directly to work for them and managed by the construction manager; thus encouraging constructive collaboration. On the other hand, Management Contracting (MC) stipulates that the work is undertaken by trades who are sub-contracted to the MC. Therefore, although this leads to initial savings in overheads and increased profit margins for the MC, it often entices cost mark-ups for providing these services making it potentially expensive to the client.