Get clear on the “why” and the must-haves
Before design starts, document what success looks like.
- Primary goal (new build, renovation, repositioning, tenant improvement)
- Non-negotiables (brand standards, durability, operations needs, occupancy date)
- Nice-to-haves (features you can value-engineer if needed)
- Decision-makers (who can approve scope, schedule, and changes)
Define scope in plain language
A surprising amount of rework comes from vague scope.
- What spaces are included (and what’s excluded)
- Hours of operation and phasing needs (especially if the site is occupied)
- Site constraints (access, deliveries, parking, neighbors)
- Performance expectations (acoustics, lighting, finishes, maintenance)
Build a realistic timeline—then protect it
Your timeline should reflect real permitting, procurement, and decision cycles. If you haven’t already, start with a realistic overview of commercial construction timelines so your schedule matches how projects actually move.
- Work backward from your target opening/turnover date
- Identify long-lead items early (equipment, specialty finishes, MEP components)
- Set decision deadlines (design sign-offs, selections, change approvals)
- Add buffer for permitting and weather-sensitive work
Assemble the right team (and align them early)
The earlier your key partners are involved, the smoother the project runs.
- Developer/owner rep (if needed)
- Architect and engineers
- General contractor (early involvement helps with pricing, schedule, and constructability)
- Key trades (as appropriate) for early input on feasibility and lead times
Confirm site and due diligence items
Don’t let a hidden site issue become a mid-project emergency. This is where strong pre-construction planning pays off—before drawings are finalized and before procurement begins.
- Zoning and permitted use
- Utility capacity and access
- Environmental conditions (as needed)
- Survey, geotech, and any known constraints
- Permitting path and expected review timelines
Put your budget structure in place (without guessing)
Even if you’re not finalizing numbers yet, you need a framework.
- Separate hard costs and soft costs
- Define allowances vs. fixed selections
- Establish a contingency plan and who controls it
- Agree on how changes will be priced, reviewed, and approved
Set expectations for communication and reporting
Great projects don’t rely on “checking in when something goes wrong.” Use a consistent rhythm for construction project updates so stakeholders stay aligned and decisions don’t stall.
- Weekly update cadence and who attends
- What gets reported every time (schedule status, open decisions, risks)
- How issues are escalated and who makes the call
- Where documents live (one source of truth)
Decide how you’ll handle changes—before construction starts
Changes happen. The difference is whether they’re controlled. Define your process for managing change orders so scope, schedule, and documentation stay aligned.
- Define what triggers a formal change order
- Set turnaround times for pricing and approvals
- Require written documentation before work proceeds
- Track schedule impact alongside scope changes
Plan for closeout from day one
Closeout is smoother when you plan for it early. If you want a full breakdown of what to expect, review the post-construction phase and how punch lists, warranties, and handover documentation should work.
- Punch list process and responsibilities
- Required training (systems, equipment, operations)
- Warranty documentation and contacts
- As-builts, manuals, and turnover package expectations
Use this quick checklist before you greenlight the project
- Project goals and non-negotiables are documented
- Scope is defined (inclusions/exclusions)
- Timeline includes permitting, long-lead items, and decision deadlines
- Team roles are clear and decision-makers are identified
- Site due diligence items are complete or scheduled
- Budget structure and contingency rules are agreed
- Communication cadence and reporting format are set
- Change order process is defined
- Closeout expectations are documented
Final thought
Your first project doesn’t need to be perfect—it needs to be prepared. When you do the upfront work, you create a smoother build, clearer decisions, and fewer surprises.