The building manager not only define the project, but is involved in the entire process from initiative up to delivery and occupation of the project.

He takes control of the process, is directing all participants including consultants, contractors and architects, representing the interest of the client, calculates and monitors the formulized demands and wishes and thus provides an efficient combination of the aspects Time, Money, Quality, Information and Organisation.

The building manager as an independent advisor takes care of deviding tasks and duties to the different partners and taking upon him the business aspects.  A systematic approach provide tools for making the complexity manageable and helps to establish the desired result.

Acts as partner and confidant for and on behalf of the client and controls the building process including the stakeholders to the desired project outcome.

The building manager can be seen as the catalyst for the team and is responsible for ensuring an optimal team spirit and motivation. Importantly, the building manager understands the forces in and arround the project and is responding accordingly. He constantly focuses on the environment and takes account of the interests of stakeholders and others involved.

A project is unique because of its own characteristics. Not only the temporary aspect, but also the diversity of disciplines within the building process and often one-off collaboration between project stakeholders requires attention and an efficient use of available recources.

A project never stands alone and always experience influence of its environment.

The interweaving of design and implementation aspects within the building process, particularly the management aspects Time, Money, Quality, Information and Organization, are that great that a decision by one of the parties has immidiate effect on one of the others parties. Precisely here in lies the complexity of a building project and the need for proper management

A good cooperation between the various members is of equal importance for a succesful project than the use of knowledge and expertise. Not only the interests of the client, but also the interests of the project advisors and not to forget interests in the immediate project environment should be taken into consideration.

This is only possible if all project members feel responsible for achieving the end result and hence the work of a co-advisor.

Building equals collaboration!

Not only a thorough involvement of the building manager with the project, but also the involvement of the various project advisors determines the final result. Involvement equals an open mind, being accountable for what co-advisors offer or question. Then an joint effort and getting to work.

The building manager sees to a joint effort and responsibility by all project members.

Born in ’67. After studying engineering at TU Delft, worked 20 years as a project manager, construction manager and office manager at various facilities and architectural firms in the construction sector. Experience gained in large and small scale utility projects, residential construction, interior and renovation.

Independent.
Thorough technical knowledge of building and construction process.
Communicative.
Innovative and solution.
Cooperative and collaborative.
Personal involvement.
Business and environment conscious.

“Success lies in trying to understand each other, not only listen to what anyone tells but find out what someone means! “

“A systematic approach is a good tool to make the complexity of a project manageable and helps in the realization of the intended project results. However the building manager should hold, not only the pre-defined requirements and demands of a project in picture, but should especially focus on the question ‘why’.

My objective is  looking for challenging and complex projects and thus contribute to the creative process called ‘building’.

Realizing building is more than just a technical matter. Many other aspect play an segnificant role in a successful outcome and the achievement of objectives.

The original role of the architect, acting as a builder, has changed due to the increasing complexity of the process and made way for independent consultants within the process. This requeres a joint effort of all actors within an unique context

A project cannot be taken appart from its surroundings. Many (f)actors directly or indirectly affect the process.

Advisors and parties never completely independently  represent the interests of the client. The architect and agency have for example besides the importance of their client also interest in making a beautyful design or marketing.

When realising projects the principal is taking the risks. This is an important reason for using a central contact, being an independent consultant that has substantive knowledge of construction and is also responsible for managing the project process (using management tools).

Experience shows that within the building process people are not communicating enough. This is caused by the many stakeholders included, the time pressure, individual interests and backgrounds of those involved. This often translates into an inefficient process and therefore unnecessary costs.

This therefore requires a clear and unambiguous communication.

Not only a clear exchange of technical infomation, project content and communication but also focus on the relational aspect of our communication contributes to an efficient process.

Finally, building equals cooperation

Working with the right documents and final data is essential in a complex enviroment such as the developing process. Partly due to this complex subject area is the use of appropriate content knowledge, communication and control of management aspects Time, Money, Quality and appropriate exchange of information between project stakeholders and the adminstration of appointments of intrest to the project to achieve results.

The building manager will ensure proper accounting and financial reporting including information sharing, minutes, project reviews, decision documents, project audits, archiving, etc.

Building management provides a way of developing the building process in an most effcient way.

It means guidance, coaching and monitoring the process surrounding the development and realization of a building project. With the help of project management the client recieves insight, clarity and control over the process.

Building management leads to a manageable, more efficient development and better collaboration among project stakeholders.

The building manager is responsible for a project where the client keeps the final control. He not only provides leadership, but controls the process from initiative to commissioning, taking into account the interests of the client.

The building manager will ensure an appropriate cooperation of all involved parties.

Building project management by MBM Advies earn itself back.