Alan Whitehead – MD at specialist office refurbishment & fit out consultants Whitehead Francis Associates had this to say: “As with everything else in life, it’s a question of balance. For example, there’s absolutely no point at all in spending a small fortune on replacing an old, knackered heating system, putting in all new `triple-glazed’
So how can a balance be found?
Whitehead continues: “An obvious place to start if you’re really keen to contribute towards saving the planet is to contemplate moving your business into a newly constructed modern building complete with an Energy Rating Certificate. (Commercial buildings are increasingly being rated on their energy saving efficiency - from A to G just like your domestic refrigerator - the higher the rating (A) the more energy efficient the building should be.”
“Well” says Alan, “that’s the theory at least. However, this initial advantage can be easily undone if the occupants of such an `energy efficient’ building neglect to carefully monitor on a regular basis their actual energy usage - as well as other utilities such as water – which may well negate the original intention of the developers of such `green’ buildings at a stroke!
The same caveat could also apply for an office refurbishment or fit out. Certain elements, such as air source heat recovery systems, insulated wall claddings, suspended ceilings, energy efficient lighting, etc. can easily be incorporated into fairly modest refurbishment or fit out schemes for little additional cost. However, Whitehead issues a word of warning here. “If you are contemplating an office refurbishment or a new fit-out on any scale it should always be arranged and overseen by specialist professionals in the field. A substantial amount of money is often wasted on such projects by the insistence of the project originators (the business owners/managers)
Whitehead, now warming to his theme, further warns; “No matter how skilled these in-house managers may be at running their own businesses the process of organising and managing the multiple elements needed - sometimes running into several hundreds or even thousands dependant on the size of the organisation - for the successful and timely completion of an office refurbishment, fit-out or relocation project is crucial.
An office relocation or fit out can be a frightening, overwhelming prospect at the best of times, even more so if you're managing the process yourself! And you're still expected to do your regular `day job’ as well!”
Some of the questions you might need answers to – and fast – could include:-
• How do I go about creating an accurate project budget?
• What are the critical deadlines and how will I meet them?
• How do I plan, budget and implement the project?
• Do I know all of the mistakes to avoid?
• If relocating, which building will be best suited to our company's needs?
• How will I know how much money should be spent on the fit out?
• Can I be sure I'm not overpaying when all the quotes look the same?
• Who will help me to decipher the `jargon’ used by my suppliers?
• How can I avoid employing cowboys?
• How will I find the time to do all this?
However, recognising that some businesses will still choose to go it alone, regardless, Alan has drawn on his 35 years’ experience of managing office refurbishments and
fit outs on behalf of companies of all sizes - from Marks and Spencer and Heineken to a host of smaller businesses - to identify the areas where the most common mistakes are made. He calls them “the seven deadly sins of office fit out and refurbishment.”
1) Bad supplier and contractor selections
2) Poor co-ordination
3) Inadequate budgeting
4) Insufficient staffing
5) Starting late
6) Compressing the schedule
7) Poor communication
Alan explains: “An early mistake is to take poor supplier and contractor decisions. Architects, general contractors, project managers, interior designers, IT and IT suppliers, cabling specialists, security system installers and furniture suppliers are often appointed on an arbitrary basis, or because someone knows ‘someone who can get us a good deal.’
No company should base decisions on criteria like these,” says Whitehead. “Instead, match your project as closely as possible with your supplier’s experience. Ask questions such as: does the supplier have experience on projects of your size? Have they succeeded on similar projects? Are they a specialist or a generalist? Experience is the key to judging what they tell you.”
“The second mistake is poor co-ordination, leading to delays and cost overruns. Whatever timescale you give yourself, it will come under huge pressure. It is vital to remember that any rescheduling of construction work is bound to have an impact on non-construction tasks. In fact, it is likely to impact on all the other suppliers. There can be hundreds - and you will have to act as the referee in any disputes!”
The third mistake comes in two forms: arbitrary budgeting - and no budgeting at all! Either way, the costs will soon head skyward and the ‘cost-saving’
“Getting the right staff involved is the fourth key area to get right“, says Alan. “With the range of tasks running from technology, via warehousing, to soft furnishings, proximity or seniority is unlikely to be the most useful selection criteria. Find out what your staff’s skills and interests are and use them to your best advantage. And be careful,” he adds, “because, as project manager, you will have to fill any gaps.”
The next two most common mistakes are connected: starting late and compressing the schedule. If relocating, once a suitable site has been chosen and all the paperwork has been seen to, an office move will still take months – and the larger the company, the longer you will need.
Alan says: “Leave plenty of time for proposals to be developed and for materials and equipment to be ordered and delivered. If you don’t, mistakes will be made, things will go wrong and delays are bound to occur. Your schedule gets compressed and the added pressure creates further problems. It becomes a vicious circle, and an expensive one at that!”
The other potential problem with compressed schedules is that they can encourage contractors to cut corners or abandon their efforts to co-ordinate with other teams. Result: more wasted time and money. (Who's really to blame here!!)
So, having made good supplier decisions, coordinated the work, budgeted effectively, chosen the right staff and got all your timings spot on, what else could go wrong?
“Well, everything if you don’t communicate well at every stage,” says Alan. “Customers, business suppliers, move suppliers and employees all need to be brought along with you at every stage. They need to work with you and remain with you, even after the project has been completed. Information is the key and keeping in regular touch is essential. Something that `part-time' in-house project managers often fall down on as they tend to concentrate first on solving the day-to-day problems in their `day-jobs' failing to realise the potentially catastrophic impact of a late or hasty decision”
All businesses are, or should be, looking to increase their cost-effectiveness and cut out any financial slack. If refurbishing existing premises or relocating the business altogether offers the promise of a leaner, more efficient operation, following Alan Whitehead’s seven steps will see businesses move from suffering to success. With the added bonus being that your well planned, and executed, cost savings will impact directly to the bottom line without having to also increase sales or margins.
