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Clear plans, disciplined controls and one point of accountability at every stage of delivery.
95% of our people have housebuilder, consultancy or client-side experience, so they understand development from every side of the table. Our clients get a project manager who knows what their scheme needs to succeed, not only how to run the programme.
Project management sits at the centre of our Project Delivery & Management service. Where we have helped shape the development strategy or secure planning consent, our team keeps that strategy in view through delivery. Our specialists define scope and responsibilities, build the programme, manage project information and keep commitments under control. Decisions on site are tested against the development’s wider goals as well as the build itself. We lead whole developments and also take on focused commissions covering a single stage of delivery.
Why Choose Brookbanks for Project Management
Our project managers lead delivery with the backing of our in-house planning, engineering, environmental and commercial specialists. When design, approvals or cost issues come up, we resolve them within one team and keep the project moving. On larger schemes we appoint a single project lead who takes ownership of delivery and is the client’s main point of contact. They set the project execution plan, which aligns programme, cost and quality objectives with the client’s business plan, and drive the project team to deliver it.
We take charge of the project team, bring stakeholders together and push decisions forward at the right time. Clients get a clear, current view of their development and the confidence that someone is leading it, not just administering it.
Key Client Benefits
- Programme certainty: Programmes are realistic and actively managed, so key milestones hold as the scheme evolves.
- Reduced risk: Risks are identified early and kept under control, so issues are dealt with before they affect cost or programme.
- Better coordination: A single point of accountability keeps every workstream moving in the right order, with fewer gaps and clashes between the design team and contractors.
- Confidence for clients and funders: Clear document control and reporting give a reliable record of progress and decisions.
- Cost control: Well-run order and payment processes keep spending visible and under control across the delivery team.
- Better delivery outcomes: A development that is completed on programme, to a high quality and with its social value commitments delivered.
Specialist Services
Project Management and Coordination
Good project management starts with a clear definition of scope, responsibilities and key milestones. Because we are a development business, we set these up around what the scheme needs to achieve, not only what needs to be built. Our specialists lead the project team on our clients’ behalf. They manage consultant and contractor appointments, coordinate each party’s input and resolve interface issues as they arise, so that design, procurement, approvals and construction move forward together.
Day-to-day coordination keeps that structure working. We run project meetings, track actions and deliverables, and set up governance such as project boards and regular reporting cycles. Our progress reports give clients a clear picture of programme, cost, risk and quality. They also show how delivery is affecting the development’s wider goals, so clients can make decisions with the full picture, as they would expect from a Partner in Development.
See how our specialists managed the end-to-end delivery of the Bourn Temporary Community Hub.
Programme Management and Delivery Strategy Reviews
A realistic programme is essential to coordinating the many interdependent activities in a development, from design and technical approvals to utility connections and phased construction. Through programme management, we set out the critical path, key dependencies and phasing, then monitor progress and flag early where any activity could affect a milestone.
Project delivery strategy reviews test whether the proposed approach to delivery is realistic, ideally before major commitments are made. We look at how programme, approvals, procurement and phasing fit together, highlight risks and opportunities, and recommend practical steps that improve certainty.
RIBA Design Stages and Document Control
For building projects, we can structure delivery around the design stages of the Royal Institute of British Architects (RIBA) Plan of Work. Managing the RIBA design stages gives the team agreed outputs and sign-off points at each stage, so design information is coordinated and complete before the project moves on to procurement and construction.
Document control underpins every project we manage. We establish document control and governance procedures so that drawings, reports and approvals are issued, reviewed and recorded consistently, and the whole team works from the latest information.
Order Management, Purchase Orders and Cost Assurance
Clear commercial administration keeps delivery moving and protects the budget. Our specialists set up and run order management systems and raise purchase orders for project appointments, so every commitment is authorised, recorded and traceable against the approved budget. Where required, we also oversee payment runs on our clients’ behalf.
Cost, quality and programme assurance completes the picture. Working with our Cost & Commercial specialists, we monitor projects against their agreed budget, quality standards and programme, identify issues early and recommend practical solutions that protect the value of our clients’ investment.
Read how we provide central coordination and governance at Bourn Airfield.
Sectors We Support
Our project management specialists focus on development-led projects. We manage infrastructure delivery for new settlements and urban extensions, including enabling works, utilities and Section 278 highway works. We also coordinate multi-disciplinary consultant teams on residential, mixed-use and commercial schemes, from whole developments to individual buildings and community facilities. Our clients include landowners, developers, housebuilders and public sector bodies.
We look for value at every stage of delivery, and since January 2025 we’ve delivered over £25 million in savings for our clients. At Chilmington Green, we found £11.5 million by showing that the outline consent predated the current CIL and viability regime. At Sherford, we secured a £2.52 million Section 106 clawback. At Bourn Airfield, we saved £402k by bringing Section 98 sewer works in-house and £215k on Section 278 highway works. On the Miles Cross Roundabout scheme in Bridport, we agreed summer working with Dorset Council, which saved £200k and four months on the clearance programme. When the main contractor went into administration, we ran a replacement tender that saved a further £159k. At Heyford Park, we restructured the programme so that legal agreements ran in parallel, saving around two months.
Talk to Our Project Management Specialists
Contact a member of our project management team directly, or email hello@brookbanks.com and one of our experts will get back to you.
Group Director, Development Management, and Head of Yorkshire and North East Office
Tori Hall
tori.hall@brookbanks.com
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FAQs
Can you manage a project through the RIBA design stages?
Yes. For building projects we can structure delivery around the RIBA Plan of Work, agreeing the outputs and sign-off points for each stage with the client and design team. This helps make sure design information is coordinated and complete before procurement and construction begin.
Can you set up document control and order management for our project?
Yes. We can establish document control and governance procedures, together with order management and purchase order processes, either within a full project management appointment or as a focused commission. Clear records make it easier to track decisions, commitments and spend throughout delivery.
What does a project delivery strategy review involve?
A delivery strategy review looks at how programme, approvals, procurement and phasing fit together and whether the proposed approach is realistic. We highlight risks and opportunities and recommend practical next steps, helping clients make key decisions with confidence.
When should a developer appoint a project manager?
As early as possible, ideally while the development strategy and planning application are being prepared. If we’re appointed at this stage, we can make sure the consent is practical to deliver. We can plan the programme, procurement route and infrastructure needs, including utilities and Section 278 works, before decisions are fixed in planning conditions or legal agreements.