Most projects start later than they should
One of the most common constraints on workplace projects is time.
Not because the construction takes longer than expected, but because the planning process begins too late.
By the time the project team is engaged, key dates are already fixed:
– lease expiry
– option notice periods
– make-good obligations
– business growth milestones
At that point, the program is no longer a strategy — it is a countdown.
The workplace program is set by the lease, not by the construction duration.
The earlier the decision, the greater the opportunity
Starting early does not mean committing to a project early.
It means creating time to:
– test different property options
– align the workplace strategy with the business plan
– understand the real delivery timeframe
– establish an accurate capital budget
– select the most appropriate delivery model
This allows decisions to be made based on commercial and operational priorities rather than time pressure.
A typical workplace timeline
For most organisations, the ideal starting point is:
18–24 months before occupation
This allows time for:
Workplace strategy and accommodation planning
Property search and lease negotiation
Test fits and feasibility studies
Delivery strategy and budget alignment
12–18 months before occupation
Concept design and early services investigations
Engagement of the delivery team
Program development
Authority pathway confirmation
6–12 months before occupation
Detailed design and documentation
Procurement and early trade engagement
Construction commencement
Many of these activities can overlap when properly planned.
Time creates options — and options create better commercial outcomes.
What happens when projects start late
When the process begins too close to the required occupation date:
– property decisions are made without full workplace testing
– delivery strategies are selected based on speed rather than suitability
– design and cost alignment occur under program pressure
– procurement becomes reactive
– construction durations are compressed
Each of these reduces flexibility and increases risk.
Late decisions do not shorten the program — they compress it.
The link between time and cost
Time is one of the most valuable tools in achieving cost certainty.
Starting early allows:
– services strategies to be properly developed
– base building constraints to be resolved
– procurement to be staged
– long-lead items to be planned
This reduces acceleration costs, redesign and variations.
Program certainty and cost certainty are closely linked — both are created through early planning.
Early engagement does not mean early commitment
Engaging with an experienced delivery partner in the early stages does not lock in a construction contract.
It provides:
– independent advice on program and budget
– validation of test fits and building suitability
– input into lease negotiations
– a clear understanding of delivery pathways
This allows the project to move forward with clarity while maintaining full commercial flexibility.
The outcome
Projects that begin early benefit from:
Better property decisions
A workplace aligned to the business plan
Realistic and achievable programs
Clear and reliable capital budgets
A controlled and coordinated delivery phase
Most importantly, they avoid the need for compromise.
The most successful workplace projects are not the fastest — they are the best prepared.
A practical starting point
If your lease expires within the next two to three years, now is the right time to begin the conversation.
An initial discussion can establish:
– your critical project dates
– the realistic delivery timeframe
– the appropriate strategy for your organisation
without committing to a specific pathway.
Discuss your project
If you are considering a workplace relocation, expansion or renewal, an early conversation can help create the time required to make informed and commercially effective decisions.
