Insight into TB
Project
Management

Bobby Canner (Senior Project Manager) provides an insight into Turton Bonds Project Management service offering.

Introduction

Since 2019, Turton Bond has operated on the core principle of driving change in the cost management industry. The firm’s unwavering commitment to this idea has led to exponential growth as well as strong continued relationships with multiple blue-chip clients. As a result of the positive momentum with Cost Management, our existing and prospective clients also requested Project Management services. This provided Turton Bond with an entirely new set of challenges for our firm, but also untold opportunities to succeed and, most importantly, continue to fulfill our mission which is to deliver a best in class construction consultancy service.

Why Project Management?

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

Like any other consultancy, we will only continue to be successful as long as we maintain our clients’ trust and meet their evolving needs. Therefore, we were understandably initially cautious to not over-promise on our capabilities and potentially dilute the quality of service our clients were used to. As a result, we made a number of strategic hires and have built the team with recognized expertise and talent from the industry. This approach has been vindicated by the number of successful projects already delivered to date, and the continued growth and achievements of our PM team.

Approach to Project Management:

Our belief is that innovation starts at the earliest stages of the project cycle. For example, Agile methodologies have seen wider adoption in the technology space, particularly in the government sector. While Agile can be beneficial for more tech focused projects, construction projects are largely managed using a more traditional waterfall framework. The conventional construction project cycle is often linear, and follows a familiar pattern: gather requirements, design the space, build the project. With that said, most people with experience managing projects would agree that the process of gathering requirements and finalizing scope is anything but straightforward.

Identifying all necessary stakeholders, balancing conflicting requirements, and establishing a cohesive plan is complicated and time consuming, to say the least.

Through the use of digital project management tools such as Smartsheets, Trello, and others, scope requirements can be compiled, prioritized, and tracked on tools such as a Kanban board.

This, combined with other Agile techniques such as sprint sessions and retrospectives, allows for a more comprehensive approach to managing the complexity of a project scope. Turton Bond has been employing these methods not only for our clients, but also for our internal initiatives.

Our Project Management team has the benefit of leveraging Turton Bond’s in-house Cost Management team to drive project cost savings and value adds, improve the overall bid-leveling process (i.e. integrating the pricing and technical components of bids), and validate change orders against both cost and scope baseline metrics.

Our Goal / Key differentiators:

Our ultimate goal as a business remains to become a trusted leader and best in class in the field of Project and Cost Management. In order to answer the question of how we go about achieving this, our first step was to ask “how do we distinguish ourselves in a crowded industry”? Construction project management is a traditional field with a number of established players with considerable resources and experience. Our key points of differentiation can be condensed into three primary considerations:

    • Thoughtful Incorporation of Technology
    • Technology, specifically cloud-based tools, is nothing new to the industry. At each stage of the project lifecycle, we are looking to determine the most effective method for incorporating technology into our workflow, including sufficiently featured programs/applications that may not exist yet.

 

    • Alternative Methodologies
    • As mentioned above, elements of Agile methodology can benefit construction projects, particularly in earlier planning stages. It’s important to consider here that these techniques are intended to augment, but not necessarily replace, existing methods and best practices.

 

  • Flexible Approach
  • Conventional construction projects in the US involve a design-bid-build timeline, in which the design is developed prior to onboarding a general contractor. With that said, we are currently working with clients using a progressive design-build process, which involves onboarding both the architect and general contractor early on in the project. 

 

We believe that our creative flexibility, passion for new technologies, and innovative approach to project management are all fundamental to our success in this challenging and evolving environment. 

If you are interested in learning more about our Project Management services please reach out to Bobby Canner – bobbycanner@turtonbond.com or Rebecca Jones – rebeccajones@turtonbond.com

Celebrating the
Women of Turton
Bond

Bobby Canner (Senior Project Manager) provides an insight into Turton Bonds Project Management service offering.

Introduction

Since 2019, Turton Bond has operated on the core principle of driving change in the cost management industry. The firm’s unwavering commitment to this idea has led to exponential growth as well as strong continued relationships with multiple blue-chip clients. As a result of the positive momentum with Cost Management, our existing and prospective clients also requested Project Management services. This provided Turton Bond with an entirely new set of challenges for our firm, but also untold opportunities to succeed and, most importantly, continue to fulfill our mission which is to deliver a best in class construction consultancy service.

Why Project Management?

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

Like any other consultancy, we will only continue to be successful as long as we maintain our clients’ trust and meet their evolving needs. Therefore, we were understandably initially cautious to not over-promise on our capabilities and potentially dilute the quality of service our clients were used to. As a result, we made a number of strategic hires and have built the team with recognized expertise and talent from the industry. This approach has been vindicated by the number of successful projects already delivered to date, and the continued growth and achievements of our PM team.

Approach to Project Management:

Our belief is that innovation starts at the earliest stages of the project cycle. For example, Agile methodologies have seen wider adoption in the technology space, particularly in the government sector. While Agile can be beneficial for more tech focused projects, construction projects are largely managed using a more traditional waterfall framework. The conventional construction project cycle is often linear, and follows a familiar pattern: gather requirements, design the space, build the project. With that said, most people with experience managing projects would agree that the process of gathering requirements and finalizing scope is anything but straightforward.

Identifying all necessary stakeholders, balancing conflicting requirements, and establishing a cohesive plan is complicated and time consuming, to say the least.

Through the use of digital project management tools such as Smartsheets, Trello, and others, scope requirements can be compiled, prioritized, and tracked on tools such as a Kanban board.

This, combined with other Agile techniques such as sprint sessions and retrospectives, allows for a more comprehensive approach to managing the complexity of a project scope. Turton Bond has been employing these methods not only for our clients, but also for our internal initiatives.

Our Project Management team has the benefit of leveraging Turton Bond’s in-house Cost Management team to drive project cost savings and value adds, improve the overall bid-leveling process (i.e. integrating the pricing and technical components of bids), and validate change orders against both cost and scope baseline metrics.

Our Goal / Key differentiators:

Our ultimate goal as a business remains to become a trusted leader and best in class in the field of Project and Cost Management. In order to answer the question of how we go about achieving this, our first step was to ask “how do we distinguish ourselves in a crowded industry”? Construction project management is a traditional field with a number of established players with considerable resources and experience. Our key points of differentiation can be condensed into three primary considerations:

    • Thoughtful Incorporation of Technology
    • Technology, specifically cloud-based tools, is nothing new to the industry. At each stage of the project lifecycle, we are looking to determine the most effective method for incorporating technology into our workflow, including sufficiently featured programs/applications that may not exist yet.

 

    • Alternative Methodologies
    • As mentioned above, elements of Agile methodology can benefit construction projects, particularly in earlier planning stages. It’s important to consider here that these techniques are intended to augment, but not necessarily replace, existing methods and best practices.

 

  • Flexible Approach
  • Conventional construction projects in the US involve a design-bid-build timeline, in which the design is developed prior to onboarding a general contractor. With that said, we are currently working with clients using a progressive design-build process, which involves onboarding both the architect and general contractor early on in the project. 

 

We believe that our creative flexibility, passion for new technologies, and innovative approach to project management are all fundamental to our success in this challenging and evolving environment. 

If you are interested in learning more about our Project Management services please reach out to Bobby Canner – bobbycanner@turtonbond.com or Rebecca Jones – rebeccajones@turtonbond.com

Data Center Market
Conditions Update – Q1, 2022

Bobby Canner (Senior Project Manager) provides an insight into Turton Bonds Project Management service offering.

Introduction

Since 2019, Turton Bond has operated on the core principle of driving change in the cost management industry. The firm’s unwavering commitment to this idea has led to exponential growth as well as strong continued relationships with multiple blue-chip clients. As a result of the positive momentum with Cost Management, our existing and prospective clients also requested Project Management services. This provided Turton Bond with an entirely new set of challenges for our firm, but also untold opportunities to succeed and, most importantly, continue to fulfill our mission which is to deliver a best in class construction consultancy service.

Why Project Management?

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

Like any other consultancy, we will only continue to be successful as long as we maintain our clients’ trust and meet their evolving needs. Therefore, we were understandably initially cautious to not over-promise on our capabilities and potentially dilute the quality of service our clients were used to. As a result, we made a number of strategic hires and have built the team with recognized expertise and talent from the industry. This approach has been vindicated by the number of successful projects already delivered to date, and the continued growth and achievements of our PM team.

Approach to Project Management:

Our belief is that innovation starts at the earliest stages of the project cycle. For example, Agile methodologies have seen wider adoption in the technology space, particularly in the government sector. While Agile can be beneficial for more tech focused projects, construction projects are largely managed using a more traditional waterfall framework. The conventional construction project cycle is often linear, and follows a familiar pattern: gather requirements, design the space, build the project. With that said, most people with experience managing projects would agree that the process of gathering requirements and finalizing scope is anything but straightforward.

Identifying all necessary stakeholders, balancing conflicting requirements, and establishing a cohesive plan is complicated and time consuming, to say the least.

Through the use of digital project management tools such as Smartsheets, Trello, and others, scope requirements can be compiled, prioritized, and tracked on tools such as a Kanban board.

This, combined with other Agile techniques such as sprint sessions and retrospectives, allows for a more comprehensive approach to managing the complexity of a project scope. Turton Bond has been employing these methods not only for our clients, but also for our internal initiatives.

Our Project Management team has the benefit of leveraging Turton Bond’s in-house Cost Management team to drive project cost savings and value adds, improve the overall bid-leveling process (i.e. integrating the pricing and technical components of bids), and validate change orders against both cost and scope baseline metrics.

Our Goal / Key differentiators:

Our ultimate goal as a business remains to become a trusted leader and best in class in the field of Project and Cost Management. In order to answer the question of how we go about achieving this, our first step was to ask “how do we distinguish ourselves in a crowded industry”? Construction project management is a traditional field with a number of established players with considerable resources and experience. Our key points of differentiation can be condensed into three primary considerations:

    • Thoughtful Incorporation of Technology
    • Technology, specifically cloud-based tools, is nothing new to the industry. At each stage of the project lifecycle, we are looking to determine the most effective method for incorporating technology into our workflow, including sufficiently featured programs/applications that may not exist yet.

 

    • Alternative Methodologies
    • As mentioned above, elements of Agile methodology can benefit construction projects, particularly in earlier planning stages. It’s important to consider here that these techniques are intended to augment, but not necessarily replace, existing methods and best practices.

 

  • Flexible Approach
  • Conventional construction projects in the US involve a design-bid-build timeline, in which the design is developed prior to onboarding a general contractor. With that said, we are currently working with clients using a progressive design-build process, which involves onboarding both the architect and general contractor early on in the project. 

 

We believe that our creative flexibility, passion for new technologies, and innovative approach to project management are all fundamental to our success in this challenging and evolving environment. 

If you are interested in learning more about our Project Management services please reach out to Bobby Canner – bobbycanner@turtonbond.com or Rebecca Jones – rebeccajones@turtonbond.com




Chris Botterill – Veteran to Cost Manager

Veteran Chris Botterill discusses his transition to QS (Cost Manager) and the US construction market.

Having spent five years as an Engineer in the British Army, I decided to take advantage of an educational incentive, and pursue a new career path via University. After exploring a range of prospective courses, I chose Quantity Surveying, which allowed me to utilize my logical approach and transferable skills gained during my experience in the military into a new and fulfilling career.

I enrolled at Northumbria University, (from which Partner’s Will Turton and Joe Stevens have also graduated). I was also fortunate enough to gain employment as an Assistant Quantity Surveyor with a small multidisciplinary company in the UK, where I gained a lot of experience on a range of projects, and learned a lot about how other consultants and contractors operate in the construction industry.

As part of my Quantity Surveying qualification, an optional ‘internship year’ was offered, and Turton Bond had established a program with Northumbria University, to which I applied. I admittedly didn’t think that I would be selected, however, following several rounds of interviews, I was selected by Turton Bond as the preferred candidate for the role. Following lots of paperwork and a trip to the US Embassy in London, I eventually made it to the United States in October of 2019.

“I was immediately made to feel part of the team, and it became obvious there was a fantastic culture which made all team members feel appreciated and important to the team, regardless of seniority or experience.”

From day one, I was inducted into the company, which at that point was a small team of five in the New York location. I was immediately made to feel part of the team, and it became obvious there was a fantastic culture which made all team members feel appreciated and important to the team, regardless of seniority or experience. New York offered a totally different challenge than the North East of England, but I received structured training and gradual exposure to clients, which allowed me to feel fully supported in adapting my knowledge and experience to the New York construction industry. In addition to the formal training, Turton Bond offers a range of internal workshops, guest seminars and external training packages, to ensure we are constantly improving ourselves professionally as individuals and as a company.

At the end of the initial internship, which was intended to last only one year, I was able to reflect on a thoroughly enjoyable time working on some incredible projects, meeting a broad range of clients, colleagues and new friends. Following a change in personal circumstances, I was thrilled to be offered the opportunity to extend my stay with Turton Bond indefinitely, and they offered me a permanent position within the company.

I have since completed my Quantity Surveying Degree remotely (due to COVID restrictions), gaining first class honors in the process. Furthermore, I’ve gained more invaluable project experience, on-the-job training and (like many others) have learned to adapt to a new way of working during / after the pandemic.

As a result, I have been promoted to the role of Cost Manager within the New York office, and am delighted to be taking on more responsibility and working towards becoming a RICS chartered surveyor in the future (again, through the Turton Bond structured program).

As we reflect on a challenging period for everyone, I am extremely grateful to Turton Bond for their support on both a professional and personal level. I am looking forward to progressing within the company as we continue to grow and hope to be an integral part of delivering the ‘best in class’ service that Will, Chris and Joe set as the company’s ethos from day one.