Project Management

Our value-add approach to Project Management comes from our obsession for excellence. We engage and deliver so you can be rest assured you are in good hands.

Project Management

Our Dilapidation Process

Our dilapidation framework has been developed through thousands of hours of experience, our processes identify the right mix of skills to ensure success.

We have it covered. Managed by leading RICS dilapidation specialists we continually review our practises with our legal partners.

Our Project Process

Our Project framework has been developed through collaboration with our partners and clients, applying a value centric process.

Unsure how to get the right result? We have it covered. Managed by experienced project managers we work hard to get you the result needed to meet budget time and quality.

From inception to completion you can trust Vantage to deliver on time and to budget

From inception to completion you can trust Vantage to deliver on time and to budget

Our team specialise in Project Management and have delivered hundreds of projects for clients all over the UK utilising our network of contractors and partners in engineering, architecture and aligned services often required.

Commercial construction Project Management ensures the planning, execution, and coordination of a building project from start to finish. The core values of Vantage underpin all the skills and experience required to manage commercial construction projects effectively; from taking an accurate brief and assembling the correct project team, through to having the necessary communication skills needed to ensure commercial projects stay on their critical path.

No matter what the contract value; from repair works costing a few thousand pounds, through to a million pound refurbishment or fit out scheme; our proven approach remains the same - we take personal and professional responsibility to ensure our promises are delivered on time and to budget.

Depending on the owner’s process, the commercial project manager should be involved as early as the initial design phase. When the design is complete, the owner or developer will have a sense of the necessary budget. Contractors selected through a competitive process must develop their bids based on a realistic budget for supplies, labour and contingencies such as delays in delivery of materials or overtime.

The construction Project Manager will be responsible for ensuring that the project stays within budget through cost controls and thorough oversight of expenditures.

Time management in construction means organising activities and implementing conscious time frames to these activities. The main purpose of this strategy is to enhance the proficiency of the project and productivity of workers. Effective time management is crucial in successfully meeting the approved budget and deadline set by the contractor. It isn’t a mere tool for keeping work organised at the site but the key to achieving profitability.

A key aspect of Commercial Project Management is to maintain clear and open communication. Managers must prevent miscommunication and misunderstandings between different teams on the project to avoid delays, quality issues and cost overruns. The Project Manager must also prepare a plan and procedures for everyone involved in building the project to raise issues, ask questions and resolve problems without confusion.

We pride ourselves on the tailored service we provide to our Clients. Vantage cares

Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning and focused effort. We deliver projects on time, in accordance with plans and of the highest quality using our network of approved commercial contractors. Talk to Vantage - we can help.

“JT Ross value candid advice and that is what Vantage have provided us in the UK. Where problems existed, they found solutions and met our timescales plus budgets be it for projects or dilapidation roles. We recommend Vantage.”

Andrew Ross, UK Managing Partner
JT Ross

“Prologis promote collaborative working and exploring the best solutions with our customers. Applying this to dilapidations is not easy. Vantage are aligned with our values; consequently their approach has led to swift and pragmatic solutions for both us and our customers.”

Stuart Davies, Real Estate & Customer Experience Lead, VP
Prologis UK Limited

“Good help is hard to find and it’s a competitive marketplace so you have to react quickly. The team at Vantage showed the importance of listening first and have had a number of successful roles with our clients as a result.”

Craig Hudson, Equity Partner
Curson Sowerby Partners

“Vantage support Aegon property funds nationwide and have been reliable, applying solution focused strategies they have successfully settled a variety of dilapidation roles and at the same time maintained our aim of positive landlord/ tenant relationships.”

Jim Hartley, Head of UK Asset Management
Aegon, Europe

“Working with Vantage has always been a proactive process. I’ve found them to be very responsive and have the knowledge and staff to provide quality and accurate Insurance Reinstatement Valuations for our clients.“

Huw Thomas, Managing Director
Huw Thomas Commercial

"We have worked with Vantage for several years on dilapidation and project roles with success. The market is competitive, Vantage understand this and their innovative approach has seen us jointly achieve good results."

John Boyle, Chief Financial Officer
Ann Summers

"We enjoy working with the team at Vantage, together we have managed a number of complex roles to good effect. The quality of their work was excellent.”

Charles Sherrat-Davies, Director and Co-founder
Asset Management UK

“JT Ross value candid advice and that is what Vantage have provided us in the UK. Where problems existed, they found solutions and met our timescales plus budgets be it for projects or dilapidation roles. We recommend Vantage.”

Andrew Ross, UK Managing Partner
JT Ross

“Prologis promote collaborative working and exploring the best solutions with our customers. Applying this to dilapidations is not easy. Vantage are aligned with our values; consequently their approach has led to swift and pragmatic solutions for both us and our customers.”

Stuart Davies, Real Estate & Customer Experience Lead, VP
Prologis UK Limited

“Good help is hard to find and it’s a competitive marketplace so you have to react quickly. The team at Vantage showed the importance of listening first and have had a number of successful roles with our clients as a result.”

Craig Hudson, Equity Partner
Curson Sowerby Partners

“Vantage support Aegon property funds nationwide and have been reliable, applying solution focused strategies they have successfully settled a variety of dilapidation roles and at the same time maintained our aim of positive landlord/ tenant relationships.”

Jim Hartley, Head of UK Asset Management
Aegon, Europe

“Working with Vantage has always been a proactive process. I’ve found them to be very responsive and have the knowledge and staff to provide quality and accurate Insurance Reinstatement Valuations for our clients.“

Huw Thomas, Managing Director
Huw Thomas Commercial

"We have worked with Vantage for several years on dilapidation and project roles with success. The market is competitive, Vantage understand this and their innovative approach has seen us jointly achieve good results."

John Boyle, Chief Financial Officer
Ann Summers

"We enjoy working with the team at Vantage, together we have managed a number of complex roles to good effect. The quality of their work was excellent.”

Charles Sherrat-Davies, Director and Co-founder
Asset Management UK

FAQs

What does a Project Manager do?
The Project Manager is responsible for day-to-day management of the project and must be competent in managing the six aspects of a project, i.e. scope, schedule, finance, risk, quality and resources. Project Managers work on specific projects that have definite outcomes, have time limits and have to stay within a budget. These tasks typically include: • Planning what work needs to be done, when and who’s going to do it; • Looking at the risks involved in a particular project and managing these risks; • Making sure the work is done to the right standard; • Motivating the team of people involved in the project; • Co-ordinating work done by different people; • Making sure the project is running on time and to budget; • Dealing with changes to the project as and when necessary; • Making sure the project delivers the expected outcomes and benefits;
What is a JCT building contract?
The JCT contract family contains main contracts and sub-contracts which reflect the range of collaborative procurement methods used by construction industry. Traditional/Conventional, Design and Build, Management, and Integrated team/Partnering contracts are all provided. JCT's flexible and broad portfolio ensures that our contracts support a wide range of construction activity, including complex, large-scale projects, right through to individual home owners carrying out alterations.
What is a JCT Design and Build contract?
The Joint Contracts Tribunal (JCT) Design and Build Contract (DB) is intended for use on construction projects following the design and build procurement route. This involves appointing a main contractor to design (or complete the design) of the project and then to go on and construct it. This is as opposed to the traditional procurement route in which the client appoints consultants to design the project and then a contractor is appointed to construct it. Design and build gives a single point of responsibility for delivering the entire project, and can help ensure good buildability, cost control and speed. Some clients however, consider it is only appropriate for simple projects, where retaining control over the design is not the main priority. The scale and complexity of design and build projects can vary considerably, but the DB contract is generally suitable for projects where a detailed agreement is required, making provision for collaborative working, sustainability, advance payment, third party rights, bonds, collateral warranties and so on.
What is a Traditional Procurement method?
Traditional procurement remains the most commonly-used method of procuring building works. It comprises a tripartite arrangement involving a client, consultants and contractor. The traditional procurement route involves separating design from construction. The client first appoints consultants to design the project in detail and to ensure cost control and inspect the construction works as they proceed. Contractors are then invited to submit tenders for the construction of the project on a single-stage competitive basis. Included in the contractor’s responsibilities are workmanship, materials and work undertaken by suppliers and subcontractors. The contractor is not responsible for the design (other than temporary works), although some traditional contracts may provide for the contractor to design specific parts of the works. Traditional procurement is typically undertaken under a lump sum contract. A single ‘lump sum’ price for all the works is agreed before the works begin, then stage payments are made as the works proceed. This is appropriate where the project is well defined when tenders are sought, and significant changes to requirements are unlikely. This allows the contractor to accurately price the works they are being asked to carry out.
What is a Collateral Warranty?
Collateral warranties are used as a supporting document to a primary contract where an agreement needs to be put in place with a third party outside of the primary contract. Sometimes an architect, contractor, or sub-contractor will need to warrant to a funder, tenant or purchaser that it has fulfilled its duties under a building contract. Collateral warranties often contain obligations that affect the consultant or contractor, such as using materials of an appropriate quality, and carrying out work in a professional, workmanlike manner. It can also provide the third-party contractual rights enabling it to claim for losses which would not otherwise be recoverable.
Case study

Dilapidation Negotiation and Project Management

Dilapidation negotiation and project management of landlord works to key regional warehouse asset.

Dilapidations and Project Management
Case Study

Dilapidations and Project Management

Dilapidations & Project Management (Offices)

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