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Causes of Delay in Refurbishment Projects | The Bloomsbury Group
At a Glance:
The Problem: Refurbishment programmes are historically more volatile than new builds due to the “Legacy Variable” of the existing structure.
The Solution: Integrated “Float” management and a “Discovery-First” sequencing model.
The Priority: Aligning the Decision Schedule with the Construction Programme to prevent procurement bottlenecks.
. The “Discovery” Trap (RIBA Stage 4/5)
The most common cause of slippage is finding something during the “strip-out” that contradicts the design intent.
The Conflict: If a structural beam is specified for a location where an undocumented soil vent pipe is found, the work stops.
The Fix: We utilize a “Hit-Squad” Strip-out. Instead of waiting for the main contract to start, we advocate for a pre-construction “investigative demolition” phase. This allows the design to be adjusted before the main trades are on-site, protecting the critical path.
2. Lead Times and Procurement Realities
In 2026, global supply chains remain sensitive. Many programmes slip because high-value items were not ordered early enough.
The Bottleneck: Specialist glazing, HVAC plant, and bespoke joinery often have lead times of 12-20 weeks.
The Fix: We provide a Procurement Tracker that is linked to the construction programme. We identify “Long Lead” items at the PCSA stage and require deposit payments/orders to be placed long before the trade is required on-site.
3. The “Decision Fatigue” Bottleneck
A programme is only as fast as the client/architect’s ability to make decisions.
The Problem: Contractors are often ready to move, but “Technical Submittals” (finishes, ironmongery, lighting) haven’t been signed off.
The Fix: We issue a Requested Information Schedule (RIS). This tells the design team exactly when a decision is needed. If a carpet choice isn’t made by Week 10, the “knock-on” effect to the Week 14 handover is clearly flagged in advance.
4. Sequencing Conflicts in Tight Sites
In urban environments like Brighton, the “Physical Constrain” is a major delay factor.
The Conflict: You cannot have the screeders in while the electricians are still pulling cables through the floor. On tight sites, “stacking trades” leads to inefficiency and accidents.
The Fix: We use Micro-Sequencing. We break the building into “Work Zones.” Trade A must “Sign-Off” a zone before Trade B can enter. This prevents the “re-work” that occurs when one trade damages another’s finished work.
5. Managing Statutory and Third-Party Delays
Liaison with UKPN (Electric), Water Authorities, or Building Control can derail a project if not managed.
The Risk: The building is 99% finished, but you cannot get a Completion Certificate because the new substation hasn’t been commissioned.
The Fix: We treat “Utilities” as a separate workstream with its own dedicated manager. We engage with authorities at Day 1, not Month 6, ensuring that inspections and connections are booked well in advance.
The Bloomsbury Approach: We don’t provide “Optimistic Programmes” to win tenders; we provide Achievable Programmes. Our background in Project Management means we build “buffer zones” into the schedule for high-risk phases (like opening up heritage walls). This honesty results in fewer disputes and a higher rate of “On-Time” handovers compared to the industry average.
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The Biggest Unknowns in Refurbishment
At The Bloomsbury Group, our CIOB membership is more than just a credential – it’s a reflection of our unwavering commitment to excellence in construction management. We take pride in upholding the high standards set by the CIOB and continuously strive to exceed them in every project we undertake.
Contact The Bloomsbury Group today to discover how our CIOB membership and commitment to professional excellence can benefit your next construction project.