Property

Do not be your own Project Manager

Ritchie Clapson CEng MIStructE | propertyCEO
|
4th May 2022
Ritchie Clapson 456

Many people have successfully bought a doer-upper and flipped it on for a profit. The average flip produces profits of just under £50k.

But there is greater profit in the next step up – converting commercial property to residential. A small conversion project is likely to net you between £150k and £500k, depending on its size and location. Many people assume that conversion projects would be more difficult and stressful than a refurb or flip, but that’s not been my experience, and I’ve been in development for forty-odd years.

A larger budget allows you to hire better people to do more of the work that you might otherwise have done yourself, including a secret weapon that will totally transform your experience. Someone who will allow you to sit back and let them take much of the strain by overseeing your project for you: a Project Manager.

Many new developers consider managing their own projects, presumably to save money or perhaps because they think they will enjoy it. I would counsel against it. With a refurb or flip, you’ve little choice but to adopt a DIY approach since your budget won’t stretch to hiring a project manager. But with a conversion project, the budget is available, and having a good project manager on board will completely transform your experience as a developer.

The problem with the DIY approach is usually a lack of experience. Don’t make the mistake of thinking that because you’ve managed a project in another sector or discipline that overseeing a construction project will be the same – it won’t. As someone who teaches new property developers for a living, I’ve taught many construction project managers how to develop property for themselves. They look surprised when I tell them not to manage their own projects.

After all, surely that’s their number one advantage? The penny starts to drop when I ask them whether they are learning development in order to do more project management work or to earn enough money not to be a project manager anymore? There’s only ever been one answer to that, and that’s because project management of a construction site is hard work, and you get paid a lot less than the developer does. And getting paid more for doing less is usually an easy decision for most people to make.

The advantage to you as the developer is that your Project Manager will be coordinating everything on site so that you won’t have to. Instead, you play more of an executive role. You’ll have a weekly phone call with your project manager, who will have been to the site, to meet with the key protagonists and check on progress. They’ll also deal with the numerous bumps in the road that can crop up in development while you’re sitting at home doing something far less taxing.

Compare this to the newbie, first-time, have-a-go developer who tries to manage their own project, and the stress levels are incomparable. Why be worried about meeting your construction team on site and feeling like a fish out of water due to your inexperience? A Project Manager will have your back. It’s the same when it comes to contractors trying to pull the wool over your eyes, as project managers have seen and heard it all before.

So how do you go about finding this superhero? Here are my top five tips for bagging yourself a peachy Project Manager:

1. Get some recommendations

Construction project management is a defined role in the construction industry, and there are many to be found working up and down the country. If you can, the best way of finding a good one is through word-of-mouth recommendations. Speak to other professionals such as architects and contractors to see if you hear any common names, and then go and interview them personally. Of course, you can always start with an online search to come up with a few names if you’re just starting out, but when you meet them, be sure to ask for references from their previous and existing developer clients.

2. Make sure you get on with them

I’m not suggesting that your project manager will become your best friend, but you must be able to get along. They are your eyes and ears on the ground, and they will almost certainly pay for themselves through the tighter controls that they’ll bring to your scheme. They’ll raise any issues with you and will be able to guide you based on their experience. In short, they will be the most valuable member of your team, so it makes sense to appoint someone with whom you can get along. If you’re speaking to a larger practice with several Project Managers on their team, make sure you have met in person the individual that would be appointed to your project.

3. Make sure they have experience of the type of project you’re doing

As development projects come in a wide range of shapes and sizes, from large new-build housing projects to small-scale conversion schemes, make sure that your project manager has experience doing the sort of project you’re looking to do. Ask them about similar projects they’ve done and see if you can speak to their clients to get some direct feedback, both good and bad. Conversion projects are different from new builds, so make sure they have the right track record.

4. Go local if you can

You ideally want to find a project manager who lives within striking distance of your project. There are several benefits to this. The first is a practical one: they’ll need to go to the site several times a month, and so it will cost you more if they have to travel long distances to get there. Also, it can often pay dividends for the Project Manager to have local connections. There’s a fair chance they’ll have worked with some of the other professionals on your team before, plus they’ll know other local professionals and contacts that can be called on if needed.

5. Avoid creating a clique

Recommendations can work both ways, and there’s no harm in asking your project manager for other professionals they recommend. After all, your interests are going to be aligned. You don’t want any lazy, inept, or unreliable people on board, and your Project Manager certainly won’t either. However, just be careful about creating a clique. If the Project Manager and the contractor are bosom buddies, you need to be confident that the former will call out the latter if they do something wrong. You won’t want any mistakes brushed under the carpet or, worse still, marked up as ‘sundry items’ and appearing on your bill.

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