Construction project management

Our client used a number of construction project management practices to oversee high-value projects across the UK. The usual pre-qualification and tendering processes had been complied with. We were asked to conduct due diligence post-contract award. In the first instance we visited a construction site that only recently had been opened. We also visited a Regional office responsible for our client’s contract. The due diligence revealed that project manager’s time was being incorrectly logged, project managers were managing multiple sites, overcharging of rates was taking place and inadequate records existed.

This very unsatisfactory situation led to negotiations with their Head Office responsible Director and the repayment of some fees.