Tag: project manager

  • HPH232 : Which parts of a house build can you do yourself? – with Ben Ribbans

    HPH232 : Which parts of a house build can you do yourself? – with Ben Ribbans

    Ben Ribbans is a self-builder who decided to take on more and more responsibility during his project. He explains how he gained the confidence to do this, and why research and planning are vital to success.

    Interview with Ben Ribbans

    Ben Ribbans (and his wife Elle) never planned to build their own home but one of their relatives had secured planning permission on a piece of land in the early 1990s and kept renewing the application. After a couple of decades the opportunity fell to them to take on the build.

     

    A fabric first approach seemed logical

    Originally Ben had thought about building a standard house and adding lots of renewables.

    However, with his engineering background, the more he researched the more he saw the sense of building an efficient house that would then need little energy to run it.

    Ben says: “If you address the fabric of the building first, get that right, then actually your energy requirements change quite dramatically.”

     

    They created their own floor plan

    As there had been planning permission for a house for over two decades, the designs had changed a couple of times.

    On one of these occasions Ben had used an architect but not been pleased with the outcome. Ben felt that he was doing a lot of the work himself.

    Therefore, for the final designs, he chose to create his own floor plan.

    Ben explains: “We just thought about all the things that we wanted in the house and how we wanted the layout to be, what would work for us as a family and the way we like to live.”

     

    The core team had all worked together before

    Having hired Passivhaus specialists Touchwood Homes to erect their timber frame, they then referred Ben to architect Peter Smithdale and energy consultant Rod Williams.

    Ben liked the idea that they knew how each other worked and thought that this should make the process easier.

     

    Ben took ‘time off’ from his business to focus on the build

    Ben says: “We’re in a very fortunate position that the company we run had a core team already in place that could run that company without us being there. That allowed me and my wife to be fairly hands-on and free every day as much as we needed to, which was perfect.”

    Without this time there is no way Ben could do as much as he ended up doing. He started as the project manager but gradually took on more responsibility.

     

    Learning new skills helped build up confidence

    Ben explains that throughout the process he would research an aspect of the project, give it a go, realise that he could do it and therefore feel more confident to tackle something else.

    He gives an example of clearing the site at the beginning of the project. A friend who is a ground-worker said that he could do the job for £15,000… but suggested that if Ben bought a digger he would be capable of doing it himself. And it would also mean that the digger could be used throughout the project. Ben couldn’t see a downside.

     

    Forums and YouTube were great for learning

    Whenever Ben got stuck he found help online.

    He also did the work upfront so that once on site there was a plan to follow.

    Ben comments: “I tried to look at each part of the house as a design engineer, rather than as a DIYer. I tried to design the systems that were going to run the house. So, for the plumbing, I had a full plumbing schematic that I’d drawn out. So I knew the design before we started to cut any pipes or put any holes in.”

     

    Staying motivated was the biggest challenge

    Doing more of your project yourself is a massive commitment so you must expect to have days when you’re tired and frustrated and you want to give up.

    Ben believes it was a massive help to have done the planning upfront because that meant there were fewer problems and thus he could stay motivated. Also seeing daily progress on site was another key to driving him on.

     

    If a supplier goes quiet, check your order

    During the project the supplier of Ben’s bifold doors went bust. He only discovered this when he tried to get in touch with them and couldn’t get hold of anyone!

    This put him £5000 out of pocket… or so he thought.

    Amazingly, the manufacturer Solarlux offered to take the financial hit if Ben paid the rest of the deposit.

    Ben comments: “They turned the doors around in, I think, seven weeks, and it was supposed to be a ten-week lead time. So, they did everything they could. They went above and beyond for sure.”

     

    Ben delayed his preliminary air test

    As the bifold doors were delayed Ben had to decide what to do about the preliminary air test.

    He could board up the openings and then continue, but the result might not tell him much.

    So he elected to press on with the build and wait until the doors were in.

    By that stage a lot of the plastering had been done so he was resigned to the fact he would not be able to improve the airtightness.

    Fortunately the timber frame system is inherently airtight and they achieved a result of 0.23 air changes per hour at 50 Pascals (well inside the Passivhaus criteria).

     

    A self-builder still needs assistance!

    Even doing more yourself ‘self build’ is a misnomer.

    Ben believes you always need someone else with you. Sometimes it might be for something physical but it could also be to talk through a problem and potential solutions.

     

    The running costs are minimal

    As a certified Passivhaus the energy requirements are extremely low.

    With an air source heat pump for additional and a 10.8 kilowatt PV system on the roof, the house costs about £100 a year to run!

     

    Find out more

    Touchwood Homes

    Peter Smithdale

    Solarlux

     

    Like the idea of doing more of your project yourself?

    Check out our podcast with Jeremy Harris. He took on many of the roles on his own build, including designing the house himself.

     

    Transcript

    Download a transcript of the interview with Ben Ribbans.

     

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  • HPH027 : Does Hiring a Project Manager Save Money? – with Mike Jacob from Trunk Low Energy Building

    HPH027 : Does Hiring a Project Manager Save Money? – with Mike Jacob from Trunk Low Energy Building

    Mike Jacob from Trunk Low Energy Building provides an insight into the benefits of hiring a project manager for a house build. Also Ben Adam-Smith reflects on the UK Passivhaus Awards 2013.

    Mike-Jacob

     

    Interview with Mike Jacob

    Mike is a Chartered Building Consultant with a specific interest in very low energy construction. Prior to establishing Trunk, Mike led numerous design teams through early explorations of Passivhaus and Zero Carbon as a director of The Olive Green Group.

     

    The Project Manager is the Client’s Right Hand Man

    When Mike provides project management services he sees his role as being the client’s right hand man. He’s the person who helps turn what’s on paper, or something that’s only an idea, into a reality.

     

    Contract Administration is One Type of Project Management

    Traditionally an architect would have carried out this role. Having completed the planning work, some detailed design and produced construction drawings ready to take out to the market and tender, the architect would effectively manage and oversee the works. This is assuming that the client is paying a main contractor to build the project.

     

    The Second Type of Project Management Involves Subcontractors

    This is where there is no main contractor and the client employs a whole raft of subcontractors instead. The project manager not only helps to tender the subcontracts and identify which subcontractors to use but then sets up all the individual subcontracts and of course manages the process from beginning to end.

     

    Somebody Will Always be Carrying Out a Project Management Role

    Mike explains that clients can undertake the role themselves if they deem themselves to have the necessary skills. If the client opts for a fully managed service – known as a turnkey solution – then appointing a project manager would not be necessary. However, somebody from the turnkey company would still be carrying out this function as part of the wider offering. Mike says a Huf Haus is a prime example.

    mike-insulation-brick-block

     

    A Project Manager Has a Mix of Soft and Hard Skills

    Mike believes that a project manager needs to be someone who’s calm under pressure, has innate critical path analysis skills, a good head for numbers and is diplomatic. There will be times when a project manager needs to be brutal and tough, but also other times when a softer approach is just as essential.

     

    Expect to be Busy as a Project Manager

    For those clients that decide to take on the role of project manager they should be prepared for some very long days with a certain amount of healthy stress. Anticipate writing lots of emails, making many phone calls and answering numerous queries. This is likely to be hard work.

     

    Hiring a Project Manager Should Give the Client Peace of Mind

    Top of Mike’s list of benefits of hiring a project manager is that it allows the client to sleep a bit better at night! The client is employing somebody whose sole job and skillset is to focus on delivering the client’s desired outcomes. With that should come a degree of certainty over how much will be spent and how long it’s going to take.

    Mike-traditional-house

     

    Low Energy Projects Demand Attention to Detail

    Mike specialises in delivering Passivhaus and low energy buildings. As a high performance of building envelope is imperative, that means that there is an added layer of complexity in the role. Project managing such a build is about making sure things don’t start to veer off track, especially where there’s no main contractor to hold accountable. Any third party could potentially compromise airtightness, for example, unless there’s a tight grip on things.

     

    There Are Savings to be Made by Going Down the Subcontractor Route

    The main contractor route is loaded with premiums because the contractor takes on all the risk and also adds in a certain level of profit. Therefore removing that from the equation opens up quite a big area where, over the duration of the project, it’s possible to generate savings. However, it’s worth pointing out that these savings are only truly realised once the project has been completed.

     

    Choose an Accredited Project Manager

    Mike is a chartered member of The Chartered Institute of Building. This organisation is recognised around the world and provides independent and professional accreditation that effectively says that a person is at management level in the construction industry. These people will have the letters MCIOB after their names.

     

    Get a Referral and Check References

    Get a recommendation to a project manager from somebody that has used that person before. This should be a good indication of whether they’re worth their salt or not. Always check references and previous work of any contractor or subcontractor, particularly if you’ve found them through adverts.

     

    Modern Construction Methods Make the Main Contractor Route Less Viable

    In order for people who are involved in building systems to be able to guarantee performance, there’s a lot more off-site work in modern construction – a packaged approach to building. So, for example, if you chose a timber frame route, the company may well provide a guaranteed airtight shell. As this chunk of the project will be managed, if there is a main contractor involved there is likely to be a period when that main contractor is sitting around and not really doing anything. This would be a very inefficient way to spend money to get the same outcome.
    Mike-timber-frame-house-construction

     

    A Good Project Manager Gets an Empathetic Understanding of the Client’s Needs

    Beyond cost, specification and time, Mike believes that he offers some fairly qualitative things that matter to the clients as individuals. Mike explains that for some of his clients, having a positive ethos on site is very important. This informs the subcontractors that Mike may invite to tender. For example, a highly-skilled subcontractor that brings a completely negative atmosphere to site would not be a good fit for that particular project.

     

    A Project Manager with a Bulging Book of Contacts is Not Necessarily a Good Thing

    Although there are clearly benefits of having reliable subcontractors with whom you’ve had first hand experience, Mike says there’s also the risk creating ‘jobs for the boys’. This is particularly relevant when the project manager is working in a small geographic area. Mike always tries to find the most appropriate subcontractor, inviting new people in to tender as well. His rule of thumb is to tender to a minimum of three subcontractors or companies in order to make an impartial decision.

    Mike-timber-house-during-constructino

     

    Avoid Using a Pay Structure That is a Percentage of The Final Build Cost

    Firstly, remember that when it comes to cost, everything is negotiable. Also, some people like to set their pay structure in a specific way. If this doesn’t suit you then there may be other companies that will approach it in a way that satisfies both parties. For example, traditionally architects would base their fees on a percentage of the final build cost. This not only means that the fee fluctuates and may be more than the client originally anticipated, but that there is no incentive to try and manage costs, because actually it’s in their best interests for things to cost as much as possible!

     

    Mike Agrees a Fixed Fee Upfront Once the Budget has Been Agreed

    Before any work starts, the project manager will scrutinise the working budget alongside the client. The fee would then depend on what type of project management is needed. For example, going down the main contractor route will cost less. This is because managing one single contractor is likely to be easier than looking after a range of subcontractors. Mike’s preferred pay structure is to use a fixed fee which is derived from a percentage of the estimated cost. Roughly speaking that would be 5% for the contract administration and 9 or 10% for the subcontractor approach. This fee is then paid in staged monthly payments.

     

    Get a Project Manager on Board at the Earliest Point Possible

    As with all key members of the team, bringing a project manager in at the beginning is a good idea. Especially where Passivhaus and low energy construction is concerned, a project manager can help the design to evolve in a way that is mindful of the physicalities of constructing it, bearing in mind how much money the client wants to spend and what the client wants to achieve at the end of it.

    Mike-timber-house-finished

     

    Upfront Planning Can Pay Off

    If you define the critical path of a project early on and earmark the key milestones that are going to come up, then a well assembled, properly briefed and well functioning team can get on with it. In practice there may be other issues that arise but there’s no substitute for forward planning.

     

    There Must be a Balance Between Time, Cost and Quality

    Mike says that it’s an old cliché but while time, cost and quality are the three things that a project manager oversees, you can’t actually have all three at the same time. So there’ll inevitably be a process of helping the client to understand what’s most important. For example, where there’s a tight budget then cost is king and that will mean that quality might suffer as the client may have to spend less money on a kitchen in order to bring the whole thing in on budget.

     

    Trunk-(edit)

     

     

     

    Find Out More About Mike Jacob

    Trunk Low Energy Building covers much of South East England (Berkshire, Buckinghamshire, Oxfordshire, Hampshire, Surrey, Essex and Kent).

    Follow Trunk on Twitter

     

    The AECB Conference

    Ben talks about going to this year’s AECB Conference and how there were many interesting sessions (as well as the usual networking opportunities). Find out more about the high calibre of speakers at this year’s AECB Conference. Hattie Hartman, Sustainability Editor of the Architect’s Journal was the keynote speaker and Ben was impressed by her commitment to better building. Check out her blog.

    Follow Hattie Hartman on Twitter

     

    Become a Member of the AECB

    The AECB is the Association for Environmentally Conscious Builders. Its sizeable membership includes many pioneers and the whole organisation is built upon sharing knowledge of what works and what does not. Find out more about becoming a member. They do a great student rate if you’re just out of university and heading into the world of construction!

     

    UK Passivhaus Awards 2013

    Congratulations to the winners of the UK Passivhaus Awards.

    Totnes Passivhaus won in the Private Housing category. Find out more about this retrofit by watching this 2-minute video.

    We also chatted to Adam Dadeby about this project in episode 5 of the House Planning Help Podcast.

     

    Lancaster Cohousing Project won in the Social/Group Housing category.

    In session 28 we’ll be interviewing Mark Westcombe about how Lancaster Cohousing came about.

     

    Finally Canolfan Hyddgen won in the Non Domestic category.

    There are more videos on all the shortlisted projects on the Passivhaus Trust’s YouTube Channel.

     

    Ask Your Questions or Share Your Feedback

     

    Transcript

    Download a transcript of the interview with Mike Jacob.

     

    Today’s question for the show notes is . . . How are you going to project manage your house build?

     

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