Project Management

Traditionally (depending on what project management methodology is being used), project management includes a number of elements: four to five project management process groups, and a control system. Regardless of the methodology or terminology used, the same basic project management processes or stages of development will be used.
Major process groups generally include:

  • Initiation
  • Planning
  • Production or execution
  • Monitoring and controlling
  • Closing


After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project’s chances of successfully accomplishing its goals.
Project planning generally consists of:

  • Determining how to plan (e.g. by level of detail or Rolling Wave planning)
  • Developing the scope statement
  • Selecting the planning team
  • Identifying deliverables and creating the work breakdown structure
  • Identifying the activities needed to complete those deliverables and networking the activities in their logical sequence
  • Estimating the resource requirements for the activities
  • Estimating time and cost for activities
  • Developing the schedule
  • Developing the budget
  • Risk planning
  • Developing quality assurance measures
  • Gaining formal approval to begin work


Documenting everything within a project is key to being successful. In order to maintain budget, scope, effectiveness and pace a project must have physical documents pertaining to each specific task. With correct documentation, it is easy to see whether or not a projects requirement has been met. To go along with that, documentation provides information regarding what has already been completed for that project.
Documentation throughout a project provides a paper trail for anyone who needs to go back and reference the work in the past. In most cases, documentation is the most successful way to monitor and control the specific phases of a project. With the correct documentation, a projects success can be tracked and observed as the project goes on. If performed correctly documentation can be the backbone to a projects success.


Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.
Monitoring and controlling includes:

  • Measuring the ongoing project activities (‘where we are’)
  • Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be)
  • Identifying corrective actions to address issues and risks properly (How can we get on track again)
  • Influencing the factors that could circumvent integrated change control so only approved changes are implemented


Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned.
This phase consists of:

  • Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.
  • Project close: Finalize all activities across all of the process groups to formally close the project or a project phase
  • Also included in this phase is the Post Implementation Review. This is a vital phase of the project for the project team to learn from experiences and apply to future projects. Normally a post implementation review consists of looking at things that went well and analyzing things that went badly on the project to come up with lessons learned.


Project controlling (also known as Cost Engineering) should be established as an independent function in project management. It implements verification and controlling function during the processing of a project in order to reinforce the defined performance and formal goals.
The tasks of project controlling are also:

  • The creation of infrastructure for the supply of the right information and its update
  • The establishment of a way to communicate disparities of project parameters
  • The development of project information technology based on an intranet or the determination of a project key performance indicator system (KPI)
  • Civergence analyses and generation of proposals for potential project regulations
  • The establishment of methods to accomplish an appropriate project structure, project workflow organization, project control and governance
  • Creation of transparency among the project parameters
  • Fulfillment and implementation of these tasks can be achieved by applying specific methods and instruments of project controlling

Control systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements, how reliant the stakeholders are on controls, and how many controls exist. The process of development and the quality of the final product may also be assessed if needed or requested. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as
a controls consultant as part of the development team or as an independent auditor as part of an audit. Businesses sometimes use formal systems development processes.
These help assure systems are developed successfully.


R&M Property Group have a core set off highly qualified and experienced project managers, who are all exemplary in Risk & Value Management, Project Planning, Control & Analysis and Project Team & Leadership Development. These provide a common skills set for all our Project Management teams and are all reportable upstream to R&M Property’s senior directors on a weekly and monthly basis.


Our aims are to develop for our clients generic and specific advanced project management plan covering both the production and business management remits. It will provide a basis for critical thinking and analysis, cognisant of the three core drivers of: sustainable development, internationalisation, enterprise and employability.


At this point our PM is concerned with developing the planning, control and analysis our clients development, in the context of scheduling resources in very often complex projects. A holistic approach of planning complex projects, and focus on the selection and application of internationally accepted tools, technologies, and techniques requisite for sustainable planning.


Our PM will build upon, and add to, the knowledge gained in the study of above in order to develop a co-ordinated professional approach to the assessment and management of risk and value in relation to engineering and management processes, security and insurance off the clients scheme.
Many year’s experience working on the principal contractor’s side by our senior managers and directors is invaluable here for our clients.


This area our managers will consider the requirements and applications of health, welfare and safety legislation relevant to the clients construction, engineering and associated industries. The team will seek to analyse and appraise the development of systems and cultures in the management and control of safety and health with particular
emphasis upon human factors and continuous improvement processes. R&M have set high levels off industry Health & Safety standards, with many awards and recognition collected. Everybody conforming is expected every time in a proactive, positive aptitude, attitude and holistic approach.


Our Project Management team considers the development of construction techniques and processes with regard to the production of buildings subject to contemporary industry and project environments. It will seek to extend knowledge of sustainable practices with regard to the use of materials, advanced technologies and the assembly of components.
They will seek to develop the study and analysis of the production process and debate how the use of technology can reduce failures and defects, increase efficiency and
ensure zero carbon construction. All green and eco-friendly possibilities will be reviewed at this time in line with our green and eco friend policy.


The project team will provide the opportunity to evaluate the role of the Project Manager regarding human aspects of project management, including his/ her’s team skills and
leadership. Reflective learning for our business, personal, educational, career & business development. All personnel are supported in developing and understanding the
contribution that reflective review, and action planning may make to everybody’s learning and personal development, with emphasis placed upon transferability into the workplace for each client and future projects.

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