How Information Accuracy Prevents Scope and Programme Creep

The advantage for commercial landlords when investing in ESG upgrades comes from starting with accurate information upfront in the pre-construction phase, protecting both programme and budget.

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ESG compliance is actively reshaping asset value. Not only do non-compliant buildings lose value on the balance sheet, they struggle to attract tenants with ESG goals and become harder to lease or sell. This means upgrading occupied office buildings isn't discretionary anymore. It's a commercial imperative.

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But delivering ESG upgrades in live buildings requires a different approach. Mechanical and electrical systems need upgrading. Toilets, lift lobbies and common areas are often updated in parallel. Through it all, tenants stay in place, operations continue, and the programme doesn't move.

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Success depends on certainty.

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And certainty begins long before site mobilisation. It starts with information accuracy.

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Information Quality Determines Price Accuracy

Adrian Smith, Commercial Manager, is direct about the challenge: "The main things we're looking at when we're pricing works like this are scope gaps, risk items like craneage, the builder's works and any associated builder’s works and support for M&E."

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Scope gaps emerge between mechanical, electrical and PV contractors. Risk items like crane sequences, lift plans, weather contingencies, long-lead M&E equipment need to be identified and addressed early to de-risk the project.

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And the foundation for accurate pricing is communication.

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As-built drawings don’t always reflect what’s actually there. Architectural drawings show design intent, but once you open up a building, the reality can be different. The same goes for M&E - assumptions are made that don’t always match site conditions.

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The commercial manager's role is to interrogate all of it. Design, vision, information quality. The price must reflect what will actually be built, not what's been assumed.

Asking Questions Before They Become Problems

"Asking loads of questions from the information that we receive is probably the best way to get all the answers. Sometimes you're asking questions that you'll already know the answer to, but you're asking those questions to get them out on the record." - Adrian Smith, Commercial Manager

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It's about creating documented clarity. Who's responsible for what? What's included in each package? Have the subcontractors fully understood the specification?

The questions extend beyond scope:

• Has the lift contractor priced for out-of-hours works only?
• Has the façade contractor structured work on a phased basis?
• Have M&E contractors accounted for builder's works, openings, fire stopping, and supports for plant?

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"They may have items excluded from their contract which are also excluded from ours." - Adrian Smith

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You only tend to see those gaps once works have started, and by that stage they’re harder and more expensive to deal with. That’s why the questioning needs to happen early.

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The same rigour applies to subcontractor pricing. Information flows from client and consultants to Built, then from Built to the supply chain. Each time information changes hands, quality can deteriorate. Adrian's team ensures the information subcontractors receive is accurate so the prices they return can be trusted.

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"We get all their information at some point through the process and we have to just review everything and then just ask as many questions as possible. You're asking those questions to get them out on the record, someone has taken ownership of it, and somebody has identified that it is included in their package." - Adrian Smith

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Coordination is the challenge landlords underestimate most:

"The amount of coordination between landlords, tenants, building managers. All these people need to be involved in every single decision. Something as simple as getting onto one of the levels to do a small bit of work involves a couple of days of coordination." - Adrian Smith

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On a recent project, even non-noisy works were being shut down during normal hours. The solution? Night shifts to maintain programme.

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"We've now had to move to night works just to keep programme. One particular tenant just doesn't want any works during normal working hours. They're a key tenant for the client, so we have to work with them." - Adrian Smith

The Role of Long-Term Supply Chain Relationships

Price certainty depends on who's delivering the work.

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"Having confidence in your M&E contractors is a massive advantage. To have an M&E contractor that's willing to work with you and resolve the issue without it going to a long, uncertain change order process, supplier trust is a big thing." - Adrian Smith

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Trusted subcontractors don't just flag problems, they bring solutions. That trust is built over multiple projects.

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"Rather than coming with a big issue, they'll come with an issue and a couple of solutions. If you can establish good relationships with these contractors, they generally will resolve issues before they've become an issue for anybody." - Adrian Smith

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About the Author: Adrian brings over 20 years’ experience across the operational and commercial sides of construction. He works closely with project teams from pre-tender through to final account, focusing on cost control, compliance and buildability. His expertise includes contract negotiation, BCAR and TGD compliance, and coordinating teams to deliver projects to the required quality, programme and budget.