Development and Construction
The client’s fundamental business objectives should drive the design and construction process, and not vice versa.As such, we take the time to fully understand your objectives, and base the success of the implementation on satisfying these objectives.
We take a holistic view to planning the implementation of infrastructure change incorporating the perspectives of developers, operators, lenders, tenant users and builders.
Our planning and reporting tools simplify the redevelopment process and empower owners with better understanding and control over their projects.
Project Control’s processes address the critical elements of management decision-making, risk mitigation and control, and results in a collaborative, client-driven approach to implementation solutions that minimize disruption to operations.
> Client Solutions
The Client: The Chinook Mall (20 VIC Development & Ontario Teacher's Pension Plan Board)
The Objective: To coordinate building, tenant fitout and mall operations to complete phase 2 renovations in time for the key retail sales periods of August (Back-to-school) and November (Christmas).
The Solution: Project Control was engaged to help bring Phase 2 of the Chinook Mall back on track. Up to this point, construction was significantly behind, and there was limited coordination between construction, mall operations and leasing. Project Control worked closely with these three groups, and was able to integrate all of their respective timelines, as well as develop strategies to ensure retail operations would be up and running for the targeted sales periods.
The Result: Phase 2 of the Chinook Mall renovation was completed on schedule, and the opening of existing and new retail operations was achieved to meet fiscal targets.
The Client: The Globe and Mail (Thompson Corporation)
The Objective: To renovate and expand the Globe’s facilities to meet competitive pressures resulting from the launch of the National Post. Critical to the success of this initiative was to maintain operations 24 hours a day, 7 days a week.
The Solution: Project Control developed a clear understanding of the operational constraints placed on the renovation / expansion, and designed and implemented an aggressive planning and resource allocation strategy that would meet the Globe’s objectives.
To keep within tight budgets, much of the renovation work was executed after departments had closed for the day. This reduced costs as the need for leasing temporary space was kept to a minimum.
As work progressed, staff were often relocated so that construction timelines would be met. To offset the relocation costs and downtime relating to infrastructure requirements, resources were allocated to internal operations. This resulted in the staff being able to keep pace with the constant renovation work, and still carry out their daily responsibilities.
The Result: The aggressive planning and resource allocation allowed the Globe and Mail to expand and renovate its facilities, and reorganize its departments to beat the National Post to market with a revamped format, while maintaining operational functionality throughout the process.
