With significant planned government investment and transformational projects like HS2 underway, this sector is experiencing healthy growth.  However, in a post Covid world where spend is especially scrutinised and value for money is sacrosanct, carefully managing risk as well as delivering on time and to budget has never been more important.

Whilst driving productivity has always been high on the agenda, we’ve increasingly seen clients are grappling with collaboration.  Often discussed but rarely effectively implemented, it can be a game changer for expediting delivery and guaranteeing quality.


The construction industry has always faced significant challenges in delivering projects on time and within budget. With the most of the risk borne by contractors, the impact of Covid-19 has without doubt increased the cost to deliver projects. Traditionally, constructors are often too passive in flagging issues early enough to take corrective action in a timely manner, giving rise to surprises in projects late in the day, causing delays in completion.

Now more than ever, it is vital to manage and control project progress, cost and risk more effectively.


The nuclear sector is diverse and ranges from building new power plants, to decommissioning old ones and into defence.  Our experience in Nuclear covers all three and we see similar challenges which revolve around the effective management of risk and complexity.

Often we see construction and engineering teams who struggle to meet SQEP requirements and very quickly find themselves on the back foot facing mounting pressure to meet increasingly unrealistic delivery milestones.

How can we help?

Who we work with:

  • Project Managers
  • Site Agents & Package Managers
  • Quantity Surveyors
  • Pre-Construction Managers
  • Commercial Functions
  • Design Engineers
  • Senior Managers
  • Blue-Collar Workforces

What we do:

  • Improve collaboration between delivery partners and their clients
  • Enhance planning techniques to create joined up meaningful programmes to control against
  • Implement effective project controls and reporting to pinpoint performance issues on a short interval basis
  • Coach mangers to reduce the amount of non-value adding time in their day
  • Challenge the meeting and governance structures to prevent endless unfocused meetings killing progress
  • Support commercial functions to aid processing and decision making
  • Review roles and responsibilities to identify non value added activities and blurred lines of responsibility
  • Improve productivity to enable delivery on time and to budget

What we have achieved:

  • Transformed toxic client, design and delivery partner relationships to significantly enhance delivery
  • Created effective and meaningful governance structures
  • Enhanced CPI and SPI performance to bring forward delivery milestones
  • Redefined overly complex reporting suites to enable daily focus on the right things to drive progress
  • Enabled more collaborative and meaningful planning techniques to ensure there is one version of the truth

Keys to a Successful Collaborative Partnership

Featured Results

Our work within the sector

Highways England in partnership with Amey plc
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Highways England in partnership with Ringway
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Leading UK Decommissioning Site
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Construction Logos

Industry Insights & News

Managementors grows partnership with Balfour Beatty

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Highways England and Ringway – CIHT Collaboration Award 2021

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‘If it takes longer it will cost more’ – is managing cost actually about managing schedule?

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Collaboration – together and stronger not disjointed and weaker

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Managementors grows partnership with Kier

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Continuing our relationship with Highways England

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