Management structure for construction clients

Identify a project director (senior responsible owner in the public sector).

Identify a project sponsor and/or project manager (the client's interface between the client team and the supply team (consultants, contractors and suppliers).

Identify champions (often heads of departments).

Identify user panels.

Identify stakeholders and external interested parties.

identify the need to appoint a consultant team and/or independent client advisers.

Establish control and governance.

Define financial limits of delegated authority.

Define an organisational structure (including external consultants).

Allocate delegated responsibilities, constraints and reporting structure.

Identify external third party dependencies (such as the local authority, heritage groups, building control, legislation, etc.).

Define reward procedures. For many of those involved, the project will be a ‘parallel activity’ carried out in addition their day job. This means that their individual goals need to be aligned to the project goals, and rewards for individuals need to come out of project success, rather than just be linked to their normal day job. Because of this additional role, they may need extra support and guidance to help them to focus on the key issues and to make best use of their time.