Our impact

Introduction

The UK construction industry has long been plagued by systemic issues that result in poor project outcomes, including cost overruns, delays, and substandard quality. According to the National Infrastructure Commission (NIC), 40% of UK construction projects exceed their initial budgets, and 55% suffer from significant delays (NIC, 2021). These failures are often linked to design quality, ineffective leadership, disengaged Quantity Surveyors (QSs), and outdated procurement models. Moreover, Project Managers (PMs) often prioritise process over results and lack the confidence, experience, or authority to effectively challenge clients and consultants.

This document explores these recurring issues and contrasts UK construction practices with more successful models from countries like Germany, Denmark, Japan, and Australia. By drawing on global best practices, it will propose recommendations for improving project delivery in the UK. The support of industry bodies like RICS, RIBA, and ICE, as well as government intervention, will be essential for driving these changes.

 

Design Quality: The Root Cause of Project Failures

One of the most significant issues in UK construction is poor design quality. Incomplete or ambiguous design documents often lead to confusion, delays, and costly rework. The Get It Right Initiative (GIRI) estimates that £21 billion is lost annually due to design errors (GIRI, 2017). Inadequate design information not only frustrates contractors but also undermines project delivery timelines.

Research from RIBA shows that 35% of UK construction delays are directly attributed to substandard design information (RIBA, 2019). By contrast, Germany, known for its engineering and architectural precision, mandates that designs must be at least 95% complete before tendering, which has contributed to a 20% reduction in design-related project delays (Bock, 2020).

The UK’s “designing on the go” culture needs a complete overhaul. By insisting on fully developed designs before construction begins, contractors will face fewer uncertainties, and projects will have fewer disruptions.

 

Leadership Failures: Process Over Practical Delivery

Leadership in UK construction is frequently process-driven rather than focused on practical outcomes. PMs tend to prioritise adhering to procedures and timelines, often at the expense of making crucial decisions that could drive successful project delivery. A Chartered Institute of Building (CIOB) study found that 57% of PMs are more focused on following procedures than on ensuring the practical delivery of their projects (CIOB, 2021).

Additionally, many PMs lack the confidence or knowledge to challenge clients and consultants, leading to suboptimal decision-making. The RICS found that 47% of PMs feel underqualified to challenge poor decisions made by clients or other consultants (RICS, 2020). This lack of proactive leadership contributes to project inefficiencies.

Denmark has implemented leadership development programs that teach PMs how to assertively manage projects, prioritise practical results, and challenge decision-makers. This approach has reduced project delays by 20% compared to the UK (Danish Building Research Institute, 2020).

UK PMs must be empowered through advanced training and education programs, equipping them with the skills needed to confidently challenge stakeholders and focus on the practical delivery of projects.

 

Quantity Surveyors (QSs): Early Involvement Is Key

Another significant problem in UK construction is the late involvement of Quantity Surveyors (QSs) in the design process. QSs are often brought in after key design decisions have already been made, limiting their ability to influence cost control and manage the project’s financial viability. This can result in reactive cost-cutting measures that reduce design quality and functionality.

A RICS survey found that 40% of UK QSs believe they are engaged too late in the design process to have a meaningful impact (RICS, 2021). Early involvement of QSs is critical to ensuring that design choices align with financial constraints, thus preventing the need for drastic value engineering.

Australia provides a model for effective QS engagement, with QSs involved from the early stages of the design process. This collaborative approach between designers and QSs has reduced late-stage cost overruns by 12% and improved overall project outcomes (Australian Institute of Quantity Surveyors, 2021).

The UK construction industry must follow this example and involve QSs earlier in the design process to ensure that cost, design, and quality objectives are integrated from the beginning.

 

Clients and Legal Professionals: Adversarial Risk Transfer vs. Collaboration

In the UK, clients and legal professionals often prioritise risk transfer over collaboration, which exacerbates problems in project delivery. Procurement models tend to focus on shifting risk to contractors, often at the expense of project quality and efficiency. This adversarial approach leads to disputes, budget blowouts, and delays.

The NBS National Construction Contracts and Law Report revealed that 42% of UK projects involve legal disputes, which consume an average of 4% of the total project budget (NBS, 2019). Contracts designed to protect clients from risk discourage collaboration and prevent the development of trust between parties.

In Japan, collaborative contracts promote shared responsibility and problem-solving among clients, contractors, and consultants. This has resulted in 50% fewer legal disputes and improved project efficiency (Japan Construction Industry Research Institute, 2020).

The UK must learn from these international examples and adopt procurement models that foster collaboration and shared risk. By moving away from adversarial risk transfer, the UK construction industry can build stronger partnerships, reduce disputes, and improve project outcomes.

 

Procurement Models: Rethinking Traditional Approaches

Traditional procurement models such as Design and Build and Traditional Procurement are ingrained in the UK construction industry, yet they consistently lead to poor outcomes. Design and Build, while offering some integration between design and construction, frequently results in reduced design quality. A RICS study reported that 55% of Design and Build projects experienced a decline in design quality due to cost-driven decision-making (RICS, 2020).

On the other hand, Traditional Procurement, which separates design and construction responsibilities, increases the likelihood of rework and disputes. According to research by University College London (UCL), this procurement method leads to a 25% increase in rework compared to more integrated approaches (UCL, 2020).

By contrast, Integrated Project Delivery (IPD) models, used in countries like Denmark and the United States, foster collaboration between designers, contractors, and clients from the outset. These models have reduced cost overruns by 30% and improved project quality (Danish Building Research Institute, 2020).

The UK must adopt more collaborative procurement models such as IPD and Construction Management (CM), which promote early contractor involvement and encourage cooperation between all parties.

 

Construction Management (CM): A Collaborative Solution

Construction Management (CM) offers a promising solution for the UK construction industry, particularly on complex and high-risk projects. In CM, contractors are brought in early to work alongside designers and QSs, ensuring that all parties are aligned in terms of cost management, design intent, and construction feasibility.

A study by the Construction Industry Institute (CII) found that CM reduces design changes by 15% and overall project costs by 10% compared to traditional procurement models (CII, 2021). CM’s flexibility allows for early collaboration, reducing the likelihood of rework and ensuring that design and cost objectives remain integrated throughout the project lifecycle.

Wider adoption of CM in the UK could improve project outcomes, particularly in complex sectors such as infrastructure and high-end residential developments.

 

Our Recommendations for Industry-Wide Change

To address the systemic issues affecting UK construction, the following interventions are necessary. Government support and leadership from industry institutions such as RIBA, RICS, ICE, and CIOB will be crucial to driving these changes:

 

1.Project Manager Empowerment and Training:

PMs must be trained to prioritise practical delivery, not just process compliance. Leadership development programs should be designed to instil confidence in PMs, enabling them to challenge poor decisions made by clients and consultants.

Government-backed initiatives should offer financial incentives for firms that invest in leadership development programs for PMs.

 

2.Mandatory Early QS Involvement:

QSs should be involved at the outset of the design process to ensure cost management aligns with design goals. This can be enforced by industry bodies such as RICS, with government regulations promoting early QS involvement in all public sector projects.

 

3.Collaborative Procurement Models:

The UK should embrace collaborative models like Integrated Project Delivery (IPD) and Construction Management (CM). These models promote early contractor involvement, shared risk, and cooperation across all project phases.

Government contracts should mandate collaborative procurement models for large infrastructure and public sector projects.

 

4.Educational Initiatives for Clients and Legal Professionals:

Professional bodies like RIBA, RICS, and ICE should collaborate to provide educational workshops and best-practice guides for clients and legal professionals, emphasising the benefits of collaborative procurement and early QS involvement.

 

5.Government-Led Task Force:

A Construction Industry Task Force should be established by the government, with representatives from RIBA, RICS, and ICE, to review procurement practices, leadership training, and industry regulations. This task force should focus on driving innovation and reducing inefficiencies in UK construction.

 

Conclusion

The UK construction industry must rise to meet the challenges it faces by learning from global best practices. Poor design quality, ineffective leadership, disengaged QSs, and outdated procurement models are systemic problems that demand immediate attention. With the support of industry institutions and the government, the UK can embrace more collaborative, transparent, and efficient ways of working—ensuring better project outcomes for clients, contractors, and society as a whole.

 

References

Australian Institute of Quantity Surveyors (2021) ‘Early Engagement in the Design Process: Best Practice in Australia.’

 

Chartered Institute of Building (CIOB) (2021) ‘Project Management Survey: Process vs Practical Delivery.’

 

Construction Industry Institute (CII) (2021) ‘Research Report on Construction Management: Benefits of Early Contractor Involvement.’

 

Danish Building Research Institute (2020) ‘Construction Leadership and Delays in Denmark.’

 

Get It Right Initiative (GIRI) (2017) ‘Avoidable Errors in UK Construction.’

 

Japan Construction Industry Research Institute (2020) ‘Collaborative Contracts in Japanese Construction.’

 

National Infrastructure Commission (NIC) (2021) ‘UK Infrastructure Performance Report.’

 

NBS (2019) ‘National Construction Contracts and Law Report.’

 

RIBA (2019) ‘Design Delays and Information Quality in UK Construction.’

 

RICS (2020) ‘Challenges in Project Management: Empowering Leadership in UK Construction.’

 

RICS (2021) ‘Engagement of Quantity Surveyors in the Design Process: A Survey of UK QSs.’

 

University College London (2020) ‘Procurement Models and Rework in the UK Construction Industry.’

 

How Cornwall cracked the code on local economic impact

When Cornwall Council set out to boost its local economy through capital delivery, it didn’t just tender a framework, it reimagined how public money could work harder for local communities. The resulting Joint Venture created a new blueprint for local delivery which delivers the Government’s goal of “getting Britain building”, whilst ensuring a positive local legacy.

From 2019 to 2025, Ward Williams partnered with Mace to deliver Cornwall Council’s Built Environment Professional Services (BEPS) Framework under the Mace Ward Williams Joint Venture (MWJV). Together, we delivered over £500 million in capital programmes across housing, education, transport, and regeneration. But our greatest achievement wasn’t just what we built, it was how we built it, and the social and economic value that stayed in Cornwall.

Over the past five years, the partnership created 242 local jobs (including 27 apprenticeships), held 215 careers events, and delivered £128.1 million in social and local economic value. Crucially, 67% of all spend went to micro, small or medium enterprises based in Cornwall.

For local authorities looking to achieve similar outcomes, the question is: what made it work?

Click here to see more : The MWJV blueprint for positive impact

The opportunities of digital transformation are inspiring and bring many benefits, but good project management remains a human discipline, generating something that AI cannot.

I should state up front that I am a fan of artificial intelligence. The opportunities of digital transformation are inspiring, and there are many benefits from smarter scheduling, predictive risk tools and data-rich dashboards.

But they are not enough. The human element remains absolutely vital in project management, and every project should still start with a value management workshop. Technology should then support project delivery, not define it.

The real work of a project manager is not to follow the algorithm. It is about understanding what matters and leading from the front. We call that purpose-driven project management.

Start with why, not just what

So much of modern project delivery has become about project management offices, gateways and standardised processes, particularly for regulatory compliance or to satisfy funding conditions. We have seen it across the board, in public and private sector schemes, and we understand why it is there.

But these projects do not succeed because an efficient process was followed. They succeed because someone cared enough to lead.

That means asking the hard questions. Why are we building this in the first place? What will success look like for the long-term benefit of all, including people and the natural environment? What does value mean here, today and tomorrow, for this community or client? What will we fight for, even if it becomes competitively disadvantageous to do so?

Purpose-driven project management starts with those questions. It builds on value management principles by defining success early and keeping it visible throughout. Such a workshop identifies key value drivers, prioritises and then weights them financially, so that future decision making becomes both faster and simpler.

In our experience, this approach also reinforces project management as a human discipline, generating something that AI cannot – outcomes built on trust, on good judgment, on close working relationships within local supply chains, and on people who care enough to challenge decisions when needed.

Follow the North Star

At Ward Williams, we often say that the project comes before everything else; dare I say, even before the client. Because our job is to deliver the best version of a shared vision, and that means asking hard questions and leading with purpose and clarity.

Project managers should not be handing over responsibility to process. We should be taking ownership, living and breathing our projects, spotting risks before they become issues, and guiding decision making which delivers the agreed value.

That kind of leadership cannot be automated. It has to be lived.

What we have learnt is that, when a team is united around a shared sense of purpose, things move faster. Decisions are sharper. Engagement is higher. Purpose isn’t fluffy, it is practical.

We have applied this on healthcare projects, leisure schemes, public sector regeneration schemes and complex residential programmes. In every case, the success came not from clever tools, but from clear intent and people willing to lead.

If the past few years have shown us anything, it is that the project management profession is at a crossroads. One path leads to more standardisation, more automation, and more risk of detachment. The other asks us to lead with purpose, to trust our people, and to put meaning back into the projects we manage.

We know which path we are taking.

Simon Venner is head of Project Management at Ward Williams:

[email protected]