Blog Post: Do you know the difference between a Contract Administrator, Project Manager, Employer’s Agent, and a Project Monitor? Part 4: The Project Monitor

Misunderstanding the scope of the different roles often leads to disagreements and disappointment if not suitably communicated and agreed beforehand.  Can the sporting world help in unpicking who is who?

Project Monitoring ‘The Scout’

Photograph below – Gradient were appointed as the purchaser’s project monitor for this Sussex based pharma, food and cosmetics manufacturer.  The build value was circa £4.5m and completed in 2019.  As well as packing areas, clean rooms and a laboratory, the build included flood mitigation measures, a sedum roof, hot water solar and a comprehensive PV array.

The role of a project monitor is used where our clients need us to protect their interests in a development for which they have no direct control over.  Our clients may be a part funder, the eventual purchaser, leaseholder or even a bank (hence you may have heard the term bank monitoring).

This monitoring role is outside of the project team and has no real authority.  The role is tailored, with the extent and timing of reporting being agreed beforehand.  We will usually attend site meetings and report back to our client, who may or may not act upon our feedback and advice.

Just as a sports scout evaluates an individual’s performance and the factors that will determine the success of that individual and the team, a project monitor appraises and reports on progress of a development and how that may affect the outcomes for their client.

Used extensively for large scale projects when a retail or commercial occupier will want a building built to a certain standard, by a certain time and to a certain quality for their own specific needs but will not fully sign for the purchase or lease until construction is completed satisfactorily.  They will look to us as their project monitor for assurance and timely good advice, after all there can be a lot at stake, from potential income to business continuity.

When acting on behalf of a funder the role can extend to reviewing and reporting back on cost estimates and cash flows and once work is underway, valuations and adjusted final account sums.  With contract clauses allowing our clients to suspend, receive compensation or even pull out, reporting must be clear and factual to enable sound business decisions to be made as early as possible.  Professional sports teams rely on sound advice from their scouts before purchasing new players reflecting the importance of the need for honesty, due diligence and timely reporting.

As a project monitor we must be proactive and try and identify risks and issues before they arise, otherwise there may be a substantial cost for any changes or delays whilst agreement is reached.  In this regard we must take time to understand our client’s requirements and be in the best position to act on their behalf.

Feel free to call for impartial advice on how we can assist and support you. Whether you are planning to spend a few hundred thousand or multi millions on your project, your call to us could set you in the right direction for success.

richard@gradientconsultants.com | Tel. 07734 478 775