The question behind the question
The program for a workplace project is rarely just about construction.
It is driven by lease dates, make-good obligations, business planning, IT migration and the need to move without disrupting operations.
Yet the fitout duration is often discussed as a single number — typically based on the construction period alone.
The program is set by the occupation date — not by the construction duration.
Understanding the full timeline allows critical decisions to be made early and avoids program pressure later in the process.
The typical stages of a workplace project
A commercial workplace project generally includes:
Each of these stages has its own timeframe, and many are dependent on external approvals or stakeholder decisions.
Construction is only one component of the total project program.
Where time is often lost
Program pressure is rarely caused by construction inefficiency.
It is usually the result of late decisions in the earlier stages, including:
– Delayed engagement of the project team
– Budget misalignment requiring redesign
– Authority approvals not allowed for in the program
– Base building constraints identified too late
– Procurement occurring after documentation is complete
When these issues are resolved during construction, the program becomes compressed and quality or cost is often affected.
A compressed construction program is usually the result of an unstructured preconstruction phase.
A realistic high-level timeframe
While every project is different, a typical workplace fitout program may include:
Feasibility and test fit
4–6 weeks
Design development and documentation
8–12 weeks
Authority approvals
4–8 weeks (depending on approval pathways)
Procurement
3–4 weeks
Construction
10–16 weeks (depending on size, complexity and staging)
Relocation and commissioning
2–3 weeks
Many of these stages can overlap when properly planned.
Program certainty comes from staging activities in parallel — not compressing them at the end.
The value of early program planning
When the contractor is engaged early, the program is developed alongside the design rather than after it.
This allows:
Lease dates to be tested against real delivery timeframes
Authority pathways to be confirmed early
Long-lead items to be identified and procured in advance
Staging strategies for live environments to be planned
The result is a program based on real constraints rather than assumptions.
A reliable program is built on known information — not best-case durations.
The outcome
With a structured and realistic program:
Business relocation dates can be planned with confidence
Design decisions are made within achievable timeframes
Procurement is proactive rather than reactive
Construction proceeds in a controlled and predictable manner
Most importantly, the workplace is delivered when it is needed — without compromising quality.
Program certainty protects both the project outcome and the business it supports.
Starting early
The most effective time to establish a project program is during lease negotiation or immediately following the test fit.
At this stage, there is still flexibility to align the occupation date with the real delivery timeframe.
Discuss your project
If you are planning a workplace project and would like to understand the realistic timeframe from feasibility to occupation, an initial discussion can help establish a clear and achievable program.
