A client signs a lease for new office space and a large computer lab, and engages a project manager. The project manager then takes the client’s electrical load for the computer lab and compares it to what the building has for available power. To the surprise of everyone the building doesn’t have enough power to support the computer lab.
An additional electrical service now needs to be added to the building. Unfortunately, the utility company will not allow two feeds to one building. After some creative thinking and some consternation, a deal was brokered with the landlord that allows the client to connect to an existing building transformer for the additional feed. This results in schedule and cost impacts to the client.
This reads like a great case study and is a true story. This client thought that the start of the project was when the lease was signed. Lesson learned.
The start of a project should be when a client first contemplates any real estate decision. A project manager can be a valuable asset at the start of the project, to ask fundamental questions that the client may not be thinking about.
Engage your consultants early and often!