Advisory — 01
Project & Contracting Advisory
How the project is put together, before the first contract is signed and while it runs.
Scope of work
Which parts go out as lump sum, which as reimbursable, which stay with the owner — and what each choice does to the risk the owner actually carries.
A work breakdown into packages whose edges hold under change, rather than a list that has to be renegotiated at the first variation.
Every seam between packages named, with the owner of each side, the document that crosses it and the date it is needed.
What is tested at each gate, who decides, and what evidence is required to pass — including an independent review before the investment decision.
Technical and commercial criteria set before the tender, not adjusted to fit the bids that arrive.
A payment structure tied to verifiable completion rather than to elapsed time, and acceptance criteria written before the work starts.
When to bring us in
Before the contracting strategy is fixed. Once the packages are out to tender, most of what we would change is already priced.
The second useful moment is when reporting stops matching what people say in the corridor — that gap is a governance problem, not a reporting problem, and it is fixable.