The earliest decisions can have the greatest influence on the eventual cost, programme and success of a construction project.
An initial concept and budget may appear relatively straightforward. However, once the practical, regulatory and technical requirements of delivering the project are understood, the picture can change considerably.
Investing time in feasibility at the outset helps clients understand these factors before committing significant time and capital – providing a much stronger foundation for the project.
Start with the client’s objectives
Before developing a solution, it is important to understand what the building or space actually needs to achieve.
- Is it a new build, extension, refurbishment or the repurposing of an existing building?
- What are the operational requirements today and how might these change in the future?
- Are there non-negotiable requirements around production capacity, storage, security or sustainability?
Budget and programme are equally important considerations.
By understanding the required function of the building first, the project team can develop a solution around the client’s genuine operational and commercial requirements.
Understand the construction site
Early feasibility studies should establish the opportunities and constraints presented by the site itself.
Existing structures, previous site uses, ground conditions, drainage capacity, buried services, access and construction logistics can all influence the proposed solution. Environmental and ecological considerations may also require specialist investigation.
Ground investigations and geotechnical assessments, for example, can identify conditions that could significantly influence foundation design and groundworks costs.
The objective is simple: identify constraints before construction rather than discovering them once work has started.
Planning permission, building regulations, building control, fire strategy, environmental requirements and potential change-of-use considerations should all be explored at an appropriate stage.
These requirements don’t simply influence whether a project can proceed. They can affect design, specification, cost and, importantly, the programme.
Bringing the right expertise into the project at the right time is therefore essential. Depending on the project, this could include architects, structural and drainage engineers, geotechnical specialists, ecologists, fire engineers, M&E specialists, utility providers, IT and space planners.
Not every project requires every discipline. An experienced construction partner can help determine which expertise is required and when.
Don’t overlook utilities
Utilities can be one of the most significant hidden constraints.
Understanding the existing electricity, gas, water, drainage and data capacity is important, but this must then be compared with what the proposed development or operation will actually require.
Consider a manufacturing development requiring significantly greater electrical capacity than the existing supply can provide. If a new high-capacity substation is required, this could represent a substantial additional investment alongside potentially significant lead times.
A project that initially appeared to fit comfortably within budget could suddenly look very different.
Discovering this during feasibility gives the client options. The specification could be reconsidered, additional budget secured or the project itself reviewed – before substantial design and construction costs have been committed.
Establish the real budget and programme
A realistic project budget needs to extend beyond a headline construction figure.
Professional fees, surveys, approvals, utility upgrades, groundworks, infrastructure, fit-out and project-specific requirements all need consideration, alongside appropriate risk and contingency allowances.
The same applies to the programme. Construction is only one element of the timeline. Surveys, investigations, design development, planning, building control, utility applications, enabling works and long-lead procurement can all determine the eventual completion date.
Understanding these dependencies early provides much greater cost and programme certainty.
Create opportunities for value engineering
Early contractor involvement also creates greater opportunities for value engineering.
Materials, construction methods, layouts and specifications can be challenged before the design becomes fixed. The focus should not simply be on reducing individual costs, but on finding better whole-project value while maintaining the required function, quality, performance, reliability and safety.
The earlier these conversations happen, the greater the opportunity to influence the outcome.
Ultimately, effective feasibility is about replacing assumptions with information. Problems identified early can often be managed. Problems identified during construction can lead to redesign, rework, delays, additional costs and operational disruption – and, in extreme cases, reveal that the original project is no longer commercially viable.
Investing in feasibility at the beginning can therefore be one of the most valuable decisions made during the entire project.