Bringing clarity to early stages of projects

My work focuses on bringing clarity to the early stages of projects, and size is a good way to show what I mean.

The bigger the project, the more seriously early‑stage definition are taken, and you can see that on projects like this one.

The Queensferry Crossing is one of the best examples of how strong early‑stage work plays a major part in a project’s success. Before the first pile went in, this project went through years of careful early‑stage preparation. And that’s one of the reasons this beast of a project was delivered on budget and ahead of programme.

Now, here is the thing:
On very large private projects, they usually have dedicated in-house teams and the early stages normally get the right level of attention.

Medium size projects, often use a hybrid approach, the in-house teams shape the business case and design consultants manage the early work, often under very tight timelines.

So, what happens in the smaller projects?
Well, these are the ones that often rush or do the bare minimum and this brings reactive decisions and rework later on, costing far more than getting the early stages right.