As an industry, we spend lots of time discussing market dynamics and the many diverse influences on tender price inflation. And rightly so – to a point. However, while strategies can be put in place to help manage and combat rising construction costs, the eventual impact is largely outside of the client and project team’s control. 

In contrast, the impact of setting up a project correctly (or not) and displaying the right behaviours through the course of the project (or not) receives a fraction of the air time, despite the fact that these issues are much more within the client and project team’s control. Furthermore, they are likely to have a far greater impact on the final cost of the project than tender prices moving by 1%, 2% or 3%. So, are we focusing on the right area?

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