Why Adaptability Is the Key to Successful Refurbishment Projects

By Jack Hoile, Associate Director at M3 Consulting

Over the past decade of my career, there has been a gradual shift from new-build to often highly complex retrofits. By now we all know ‘why retrofit’ but the how is a much less straightforward answer.  What does this mean for projects, particularly around the management of uncertainty and structuring of the team?

Strict processes, rigorous project controls, and hierarchical decision-making provide a comfortable space for clients and project leadership teams. However, driving true value from challenging and changeable retrofit projects may require flexibility, which can feel more uncomfortable.

Many leadership responses to change are shaped by a desire to increase assurance, tighten governance, add an additional layer of process and place emphasis on certainty. The mirage of what appears to be control becomes paralysis.

So what is the answer?

Dealing with the risks and complexities of a refurbishment project requires a cultural acceptance of change, fostered by an adaptable, flexible approach. Alternative scenario planning, nimble decision-making, and clear direction should all be underpinned by a culture of always questioning ‘why’.

Decision-making should be delegated to appropriate teams with well-defined responsibilities, appropriate accountability and trust. This means decisions can be made efficiently without confusion over authority.

For example, on British Land’s Norton Folgate project, experienced members of the design team were permanently on site working with the contractor to appraise issues and develop options/details.

Different teams then visited the site on different days, which allowed change to be dealt with at the appropriate level on a regular basis. The result was that key issues were filtered up to ensure they were given the right attention while ensuring smaller issues didn’t delay construction.

The level of experience of team members strongly correlates with effective decision-making. Paying a premium for the right people and a more senior team profile will pay dividends. Early team selection (both consultant and sub-contractor) is critical to ensure the right knowledge is in the room at the right time. 

Efficient optioneering is critical to fast decision-making and dealing with change. It relies heavily on a multidisciplinary approach and experienced teams to test different approaches so that clear recommendations can be made.

An integrated and agile team will deliver through a joined-up approach with clear outputs and justified conclusions, as opposed to disparate design studies with a variety of conflicting recommendations.

For example, on Norton Folgate, the Victorian warehouses had existing timber floors and detailing that added to the quality of the space. However, the condition needed to be assessed and brought up to current regulations while still maximising the leasing potential.

An integrated approach was taken with an experienced team and a flat hierarchical structure across the main contractor, specialist subcontractors, design team, PM, QS, client team and leasing agents.

The early input from specialist subcontractors was invaluable in unlocking problems. And this approach helped to address technical challenges and improve decision-making, reducing delays. Collaboration and strong relationships are essential behaviours in successfully removing risk, which are usually complex in nature and require a diverse mix of perspectives and expertise.

The counterweight to the flexible and rapid decision-making process is a robust and regular change control process.

It is critical that the change process is regular, reliable and understood by the project team. It should be carefully curated to support the project’s needs and can be adapted to support tiered (risk-based) approval levels and delegated authority, empowering experienced team members to make decisions at the appropriate level.

Overall, project governance for refurbishment projects should emphasise flexibility, collaborative working and effective change control to manage the complexity and uncertainty associated with existing buildings.

Success comes from the deliberate balance of ‘structured adaptability’, prioritising adaptability, speed and flexibility, but reinforced by a supporting structure in the form of a tailored structured change control.