A company moving to new offices usually sees two dates: the day the lease is signed and the day it moves in. Everything in between is called Fit-Out, and that is where the move becomes either a celebration or a headache. After years of managing fit-out projects for offices, retail and tech, I've learned that most problems don't start on site. They start with decisions made, or not made, in the first few weeks.
1. Before signing: checking the property
This check is done before signing, while terms can still be changed. You check what the landlord actually delivers: is there a central air-conditioning system and in what condition, what electrical capacity is allocated to the floor, where the plumbing risers are, what the clear height below the slab is and what state the sprinklers are in. Whatever is not checked here will show up later as a budget addition.
2. The brief
The brief translates the company's needs into space: how many workstations, how many meeting rooms and of what size, a kitchenette, a comms room, quiet rooms, reception areas. A good brief is built with management and team representatives, not just with the architect.
3. Design and consultant coordination
The architect designs, working alongside HVAC, electrical and communications, plumbing and fire-protection, safety and accessibility consultants, and sometimes an acoustic consultant and a lighting designer. The project manager's job at this stage is to make sure all the drawings talk to each other, above all in the ceiling (see the article on MEP coordination in the ceiling).
4. Permits and approvals
Not every interior change needs a building permit, but some do, and landlord approvals are always needed. Check with the permitting consultant and the safety consultant what this specific project requires, and put it into the programme from day one.
5. Estimate and budget
A detailed estimate by trade (construction, drywall and ceilings, flooring, joinery, HVAC, electrical, plumbing, fire protection, communications, furniture) lets you make decisions before the tender. This is also where you set a contingency and decide what is funded from the landlord's contribution.
6. Tender and contractor selection
A good tender is based on a clear BOQ and a project specification, and compares bids on a like-for-like basis. The cheapest bid is not always the cheapest in the end: check what it excludes, what programme the contractor commits to and who its site manager is.
7. Construction and control
During construction you work to a programme with a critical path, hold weekly coordination meetings and record every variation in writing. At the same time you track the budget: what has been ordered, what has been paid and what the forecast at completion is.
8. Handover and move-in
Before moving in there is a handover walkthrough with a snag list, and you receive the systems approvals (fire protection, electrical, HVAC), as-built drawings and warranty certificates. Only then do you coordinate the actual move, including communications and IT.
The bottom line
A project succeeds when whoever manages it sees all the stages from the start, not just the current one. Decisions pushed into the construction stage are the most expensive ones.
FAQ
How long does an office Fit-Out project take?
It depends on size, the complexity of the systems and the lead times of items such as HVAC units, glass partitions and joinery. The programme is built once there is a design, not before.
Who manages the consultants?
The client-side project manager. They coordinate between the consultants, make sure the drawings are coordinated and bring decisions to the client on time.
Should we start designing before signing the lease?
Yes, at least a property check and an initial brief. That way you know what to ask the landlord for while you still can.
