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Client-side project management
Acting as the client-side project manager — coordinating the owner's interests across contractors, consultants, regulators and internal stakeholders throughout the delivery phase.
Project Management & Delivery
Project Management & Delivery Oversight.
Independent client-side project management and delivery oversight for decommissioning, demolition and industrial asset transition projects — keeping owners in control of scope, cost, programme and risk.
What we do
Client-side oversight that protects the owner's position.
Decommissioning and demolition projects are delivered by specialist contractors with their own commercial interests. Without strong client-side oversight, scope creep, variation claims and programme slippage are common — and the owner is often the last to know.
Professional Projects Group provides independent client-side project management and delivery oversight — working alongside asset owners and their project teams to maintain control of scope, cost, programme and risk throughout the delivery phase.
Delivery oversight services
What project management and delivery oversight covers.
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Contractor management
Managing contractor performance against scope, programme and quality requirements — including progress monitoring, site inspections, hold-point management and performance reporting.
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Project controls
Establishing and maintaining project controls — cost reporting, programme monitoring, change management, risk registers and progress reporting — to give owners a clear, current picture of project status.
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Commercial management
Managing the commercial aspects of the delivery — including variation assessment, progress payment certification, contract administration and final account negotiation.
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Risk management
Identifying, assessing and managing project risks throughout the delivery phase — including technical, commercial, programme, safety and environmental risks.
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Reporting and governance
Preparing project reports, board updates and governance submissions — giving owners and their stakeholders a clear, accurate picture of project status, issues and decisions required.
Why it matters
Delivery oversight is where project value is protected or lost.
The planning and procurement phases of a decommissioning project create the conditions for a good outcome. The delivery phase is where that outcome is either achieved or eroded — through scope changes, variation disputes, programme slippage and contractor performance issues.
Professional Projects Group has managed the delivery of major decommissioning and demolition projects from the client side. We know what good delivery looks like and what the warning signs of a project in trouble are.
Our delivery oversight is independent. We work for asset owners, not contractors, and our role is to protect the owner's position — maintaining control of scope, cost and programme, and managing the commercial relationship with contractors in the owner's interest.
Common questions
Delivery oversight — what owners ask.
What is client-side project management for Demolition and decommissioning?
Client-side project management means acting as the owner's representative throughout the delivery phase — coordinating contractors, consultants and internal stakeholders, monitoring performance against scope and programme, managing commercial issues and reporting to the owner on project status. It is distinct from the contractor's own project management, which serves the contractor's interests.
How do you manage variation claims on demolition projects?
Variation management starts with a complete, well-defined scope of works. Where variations arise, they should be assessed promptly against the contract scope, priced against agreed rates or market benchmarks, and approved or rejected on a clear commercial basis. Professional Projects Group manages variation assessment and negotiation as part of commercial management.
What project controls are needed for a demolition and decommissioning project?
Effective project controls for decommissioning include a cost plan with regular cost reporting, a programme with progress tracking, a risk register with active management, a change register, and a reporting framework that gives the owner a clear, current picture of project status. The level of formality should be proportionate to the project size and complexity.
When should a client-side project manager be engaged?
A client-side project manager should be engaged before the contractor is appointed — ideally during the procurement phase, so they can contribute to tender evaluation and contract negotiation. Engaging a client-side PM after the contractor is on site limits their ability to establish the right commercial and programme framework from the outset.
Start a conversation
Delivering a decommissioning or demolition project?
We provide client-side project management and delivery oversight for decommissioning, demolition and industrial asset transition projects. Contact us to discuss your project.