Project management is a crucial skill for businesses of any stripe to retain, being a lynchpin endeavor that ensures the various parties involved in each process are properly directed. Whether you are managing an office move, a client’s bespoke project, or even a large-scale building project, there are some essential steps to the process that ensure maximum results and minimize negative impacts.


It should go without saying that planning is the single most important endeavor within project management. Proper planning can negate an extremely wide variety of issues and errors, and ensure frameworks are put in place well in advance to keep things ticking along.

While laymen might consider the planning stage to begin and end with a budget and itinerary of dates, the planning process is much more involved – and necessarily so, to protect the coffers of the wider business as well as the client or beneficiary in question. This might include the hiring of additional personnel, or contingency planning for additional materials or man-hours.

With regard to the former, the planning process is not one that can often be completed by the project manager alone. You will require input and expertise from department heads and potentially external analysts, especially where there are skill-based gaps in knowledge. There is good earning potential being a construction site manager, so you can expect a handsome reward for your skills and experience. You will also need the support of a quantity surveyor to handle the materials and compliance for the whole project – something you need to take into account as part of your wider budget.

Active Availability

Another essential part of the project management equation is, put simply, availability. As the manager, you will have the most comprehensive view of the project as it runs – as well as the most comprehensive understanding of the various moving parts that constitute proper progress. As such, you are the most valuable point of contact for the project as a whole.

By remaining available for queries and requests, and by actively checking in on those carrying the project through, you can head off any potential difficulties. In staying approachable and keeping abreast of progress, the project’s timeline and budget can be more actively protected.


Still, there are eventualities that simply cannot be counteracted – and every project carries its own degree of risk where sudden changes to the project plan may be necessary. For example, long-standing supplier agreements with distributors based in Europe were thrown into disarray with the UK’s departure from both the EU and the Single Market, requiring managers for large-scale and long-term projects to pivot to meet new costs and logistical challenges.

Flexibility is absolutely a virtue here. No project should be set in stone, and you as a manager should be well-poised to make executive decisions where change is necessary. Room for maneuver can be created in the planning stages, allowing the project to remain afloat even as serious issues present themselves.