Lessons Learned

"To rectify past blunders is impossible, but we might profit by the experience of them" [George Washington: circa 1780]  

In todays modern property development world, many organisations realise the immense value of "lessons learned" as an essential management tool in the delivery of new developments and projects - to achieve successful outcomes.

Lunina P/L (Paul Campbell) has gained much knowledge in his significant experience described throughout this website. Below lists a selection of key issues to be addressed in undertaking any significant development in Australia - to varying extents, they all originate from "lessons learned" gained through Paul's experience.

[Assumption: the respective Client Organisation has made a financial investment decision (FID) to proceed with a particular development .... what happens next?]

There are many matters to be aware of in developing / constructing in Australia; there are many hurdles to overcome.  To not be aware and to not be knowledgable as to how to overcome such hurdles, can be very costly and can lead to many problems associated with misunderstandings, poor management, poor relationships, etc. - all leading to poor / expensive delivery outcomes.

In commencing any development in Australia, it is important to first determine a comprehensive and realistic project strategy - and then to implement that strategy over the life of the project. This initially involves, for example, the preparation of a detailed plan which may include the likes of (not limited):

1. What are the statutory (legal) planning regulations / controls which will govern the development? 

Developing a strategy to manage these regulations / controls to optimise the time to complete the project; developing a process to obtain Development Approvals; Building Approvals; Operational Works Permits, and so on.

2. How will the contract be procured? 

There are many contractual delivery models which may be used, however, it is critical to select a contractual delivery model which suits the particular development scope. To use a contractual delivery model which does not align with the type of development can be disastrous.

3. Who will design the project? 

There are a significant number of design consultants required to complete major projects.

For example: Architect; Interior Designer; Landscape Architect; Civil Engineer; Structural Engineer; Building Services Designer (Mechanical;Electrical;Hydraulics;Fire Engineering, etc.); Traffic Engineer; Surveyor; Geotechnical; Food & Beverage Consultants; Furniture, Fit-Out and Equipment Procurement Consultants; etc.

Lunina P/L (Paul Campbell) is well connected to many of these consultants. The typical process is to tender the consultancy to a number of companies, with a clear scope and programme, so as to obtain a competitive fee (price) which achieves value for money outcomes for the Client Organisation. This involves further contract knowledge and expertise.

It is also critical to assemble a design team that works well together; this is where leadership and management plays a significant role - a role Paul Campbell has undertaken on many projects; and has learned, from his experience, where it can all go so very wrong.

4. How long will the Project take to complete? 

The old adage that time equals money is very true. Consequently, developing realistic and sufficiently detailed time programmes which include an appropriate number of activities to properly cover the full scope of the proposed development / project is absolutely critical to the financial and economic success of the development / project.

The preparation of a detailed Project Brief provides a good basis from which to develop high quality programmes. Experience in actually completing  significant developments / projects provide valuable input into developing time programmes to be of high quality. Being actually able to productively use time programmes in practice is critical and thought which facilitates this requirement must be instigated from the beginning in preparing the programmes.

Lunina P/L is able to satisfy many of these requirements and places a strong focus, during all stages of a project lifecycle, in developing high quality time programmes and introducing contractual  requirements for these programmes to be updated within a controlled management framework.

5. What project advisors will be required? 

Again there is a significant number of project advisors required to complete major projects.

For example: Quantity Surveyor; safety consultants; Ecological Sustainability Consultants; Building Economists; Building Certifiers; Town Planners; Tourism Consultants; Operations Consultants, etc.

Lunina P/L (Paul Campbell) is well connected to many of these consultants. Again,  the typical process is to tender the consultancy, with a clear scope and programme, to a number of companies so as to obtain a competitive fee (price) which achieves value for money outcomes for the Client Organisation. This involves further contract knowledge and expertise.

6. What contractors are able to construct the Works? 

There are many construction / building contractors in Australia, all with different capabilities and skills.  It is very important to identify what contractors are actually able to complete the Works successfully, achieve the correct scope / quality, for a competitive price and within a time frame which is acceptable to the Client Organisation. Again, this will involve the likes of EOIs (Expressions of Interest - to identify capable companies); preparation of construction contracts (which actually work in practice); contractual negotiations and discussions, etc. Within Lunina P/L (Paul Campbell) networking, it has an extensive knowledge of many contractors and can provide real and professional advise in this regard.

Importantly, the construction / building contractor must be knowledgable, experienced and competent in the execution of the requirements of the particular contract procurement methodology selected for the respective development / project.

7. What specialist suppliers are able to supply quality goods to the development?  Comments similar to No. 6 above.

8. Who will superintend and manage the supervision of the construction works to make sure what is constructed is actually what is required? 

This is where experience becomes crucial. Experience in contracts; contract negotiations; contract administration; supervision; cost management; time management; and so on. Lunina P/L possess the necessary skills to manage the Superintendency and supervisory requirements of major projects; professional skills which have been obtained from years of experience.

9. What procedures will be required to commission and hand over the completed project? 

This is a critical phase of the project and one which Operators have a significant interest - as the Operator is likely to be a "tenant", who provides an income to the Client Organisation, this is consequentially very important. Again, extensive project management experience is essential to manage this phase effectively and efficiently - ultimately to achieve the project objectives of the respective Client Organisation.

The above issues are only a sample of some of the key issues, from lessons learned, which must be addressed from the outset and for the duration of any development, if the respective development is to be successful.

Lunina P/L is able to provide expert professional advice with regard to all of the above - to facilitate such successful development delivery outcomes.