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estates bring extra complexity because buildings are often older, heavily used and adapted over decades, sometimes with incomplete records. Add non- negotiables such as infection control, safeguarding, security, or keeping a site operational, and the margin for error becomes very small. When early stages are rushed, teams
carry uncertainty into design and procurement. Surveys are treated as a box to tick, user requirements stay vague to keep options open, and risk registers become documents rather than working tools. Later on, when time tightens, the project is forced to absorb changes at the worst possible moment
Prevention starts before design The biggest risk reduction happens front end of a project should be treated as a distinct phase with clear outputs, not just a runway to get to “delivery”. A preventative approach begins with
three fundamentals.
solving in operational terms. ‘Refurbish activity. The real need might be better ventilation, reduced maintenance callouts, improved accessibility, or spaces that support a new service model, all while keeping the building safe and open. When this is clear, trade- offs become easier, and scope creep is easier to spot. Second, invest in the right information.
Existing buildings can hide the issues that cause the biggest shocks, strategy, access, asbestos, structure and fabric. Proportionate surveys, decisions, reduce unknowns and stop the project planning around blind spots. It is not about over-surveying; it is about surveying what matters and using it properly. Third, set up decision-making that
matches the reality of the organisation. Public projects often involve estates, regulators and sometimes community stakeholders. If there is no clear route for decisions, the project will drift,
decision log, and a realistic timetable for sign-off remove a lot of avoidable rework.
Risk management that actually manages risk Risk control works best when it is owned and practical. A preventative risk process is built around regular conversations that focus on what could realistically derail the project and what the team will do about it. For example, if it is not yet clear where
teams will temporarily relocate while works take place, the answer is not to responsible for securing the temporary space, a clear view of the impact on day-to-day operations, and a workable backup plan if that space cannot be to materials with long delivery times, risks where multiple contractors or packages must align, key stakeholders who may not be available when needed, and any limits on access to the site. deadlines, risks stay controlled instead of escalating. Contingency should also be treated honestly. If every line is value engineered to the absolute minimum, the project becomes brittle, and any change triggers disruption. The strongest position is transparent governance that explains why contingency exists and how it will be controlled, rather than pretending uncertainty can be priced out completely.
Programme discipline Prevention does not mean locking everything down too early, but it does mean knowing what must be decided, and when, to avoid costly churn. Clear scope boundaries, sensible design freeze points and a proportionate
change control process are safeguards, especially when multiple stakeholders have legitimate, competing needs. Change control should not be
confrontational. It should ask simple questions, consistently. What is changing and why. What is the impact on time, cost, compliance and operations. Who has the authority to approve it. When those questions are standard, likely to slip in unnoticed, and necessary changes are handled with the attention they deserve
Handover is a phase, not an event Many projects stumble at the point when the building is technically complete but operationally unready. Preventative management treats commissioning, training, documentation and aftercare as core deliverables, not extras to squeeze in at the end. A structured soft landing, with time to verify performance and support users, protects the long-term value of the investment and reduces frustration for estates teams.
A simple checklist If you want a practical starting point, these actions make an immediate difference when done early and revisited throughout: 1. terms, including constraints and non-negotiables
2. Commission proportionate surveys decisions
3. Agree governance and decision routes, then maintain a working decision log
4. approvals, procurement lead times and operational windows
5. Apply change control consistently, using impact, not opinion
6. Plan handover from the outset, including commissioning, training and support.
Preventative project management is
ultimately an investment in certainty. The goal is not perfection, it is control do arise, they do not set everything else
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