A positive impact on everything we touch
Over 1800 dedicated people nationwide
Providing critical infrastructure for the UK
A positive impact on everything we touch
Over 1800 dedicated people nationwide
Providing critical infrastructure for the UK
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Stephen George and Partners

Stephen George and Partners

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Stephen George and Partners commissioned nmcn to deliver their new state of the art architectural practice.  The building has been located on the final available plot within the Grove Business Park development. nmcn have previously worked on this business park, successfully completing three other high-end commercial developments.

Our client’s new architectural practice has been designed with concrete strip foundations supporting a steel frame.  This has been clad using a mixture of traditional masonry and cladding to all elevations. Internally the building is divided into commercial office space and open plan design studios, meeting rooms and break out areas.

Due to the nature of the client’s operations, we have fitted the building out with high specification mechanical and electrical components.  These have been meticulously co-ordinated with the clients FF&E requirements to give seamless integration, but maximum flexibility.

Key Information

Project

Stephen George and Partners

Client

Stephen George and Partners

Value

£1.7m

Contract

JCT Design & Build

Benefits at a Glance

High specification commercial office space
Fully co-ordinated M&E and FF&E giving seamless integration
Modern and flexible working space

Challenges

Due to the nature and complexity of the project, it became apparent very early on in the programme that the original client design was destined to significantly change.  Many of the proposed and actual changes carried cost and programme implications. This required significant input from our design team, delivery team and client. Many of the changes related to detailing, layouts and mechanical and electrical requirements for example.

Solutions

In order to mitigate the effect of these design changes on the contract programme and overall out turn cost of the scheme, we implemented two key strategies.  Firstly, we deviated from our standard design team co-ordination reviews and workshop approach. To ensure that we completely understood the client’s requirements, we actively encouraged their input at our internal design team meetings.  This allowed the supply chain designers, our own design team and delivery team to understand the drivers for change. It also allowed the client to understand what the consequences of the changes would be should they be perused. Secondly, we adopted a stringent change control procedure to monitor and track change.  To the change requests, we attached cost and programme information associated with the proposals, again giving the client a rounded view up on which they could make their final decision.

Results

By adopting these methods, we were able to assist the client in making informed decisions.  It gave the client team the knowledge and confidence to make key decisions knowing what implications were attached to those design changes.  It also made the design and change process more efficient, and as such assisted in de-risking programme.

The use of monitoring and reporting tools, such as change control processes, allowed the whole project team to maintain budgetary and programme needs.  In turn this allowed our delivery team to deliver a building that met the clients’ overall requirements.

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