Project Management Consultancy
Independent, professional representation of the client's interests across design, procurement, and construction. NASH acts as your project management consultant - setting the programme, controlling cost, managing consultants and contractors, and reporting formally - so decisions are made on evidence, not on a contractor's assurances.
The typical client requirement
Developers, landlords, operators, and investors appoint a PMC when they are committing significant capital to a project but do not have the in-house capacity - or the independence - to control it day to day.
Developers & investors
Capital committed to a project that must land on budget and on programme, with formal reporting the board can rely on.
Landlords
Building upgrades and tenant works that need professional oversight, contractor control, and protection of the asset.
Operators
F&B, retail, and hospitality operators whose opening dates depend on contractors performing - and being held to account.
Clients appointing contractors
Owners tendering works to a main contractor who want independent eyes on price, programme, quality, and payment.
How NASH manages a project
A PMC appointment only works if it is structured. We establish the controls first, then run the project against them.
01 - Define
Scope, budget, programme, and approvals path agreed and documented at the outset, with responsibilities assigned to every party.
02 - Control
Design, procurement, and construction managed against the baseline. Changes are priced, assessed, and approved before they proceed.
03 - Report
Regular formal reporting on progress, cost, risk, and decisions required - so the client always knows where the project stands.
04 - Close
Testing, snagging, documentation, and final accounts closed properly. The project ends when the paperwork ends, not before.
What a NASH PMC appointment covers
Appointments are tailored to the project stage and the client's own resources, but generally include the following functions.
Client representation
Acting as the client's professional representative in dealings with consultants, contractors, landlords, and authorities - with a duty to the client alone.
Design management
Managing designers and engineers, reviewing drawings and specifications, and resolving technical coordination before it reaches site.
Programme management
A realistic baseline programme, progress measured against it, and slippage identified and addressed while it can still be recovered.
Commercial & cost management
Budget control, BOQ preparation, tendering, procurement, variation assessment, payment certification, and final accounts.
Construction administration
Site meetings, instructions, submittals, inspections, and records administered formally throughout the construction stage.
Quality & handover management
Inspection and test regimes, snagging, commissioning oversight, and a documented handover the client can operate from.
Design management & technical coordination
Most cost and programme failures are created in the design stage and paid for on site. Uncoordinated drawings, incomplete specifications, and unresolved MEP interfaces surface later as variations, delay, and dispute.
As PMC, we manage the design team to a programme, review deliverables for completeness and buildability, and force coordination between architectural, structural, and MEP information before the works are tendered or built.
Consultant management
Design deliverables scheduled, tracked, and reviewed - with designers held to their appointments.
Drawing & specification review
Documents checked for completeness, consistency, and compliance before they are issued for tender or construction.
MEP & interface coordination
Services routes, equipment requirements, and structural interfaces resolved on paper, where changes cost the least.
Value engineering input
Alternatives assessed on whole-cost and programme impact - not simply on cheapest first price.
Cost, tender & procurement management
The commercial function is where a PMC earns its fee. A properly prepared bill of quantities, a disciplined tender, and firm variation control are the difference between a project that lands on budget and one that is renegotiated on site.
We prepare or audit the BOQ, run competitive tenders on complete information, recommend awards on assessed value, and then administer the contract - certifying payment against measured progress and closing the final account without loose ends.
BOQ & cost planning
Measured, structured bills of quantities and cost plans that make tenders comparable and variations measurable.
Tendering & award
Prequalification, tender documentation, query management, levelling, and a reasoned award recommendation.
Procurement management
Subcontract and supply packages procured against the programme, with long-lead items identified early.
Variations & final account
Changes priced and approved before execution; payments certified on evidence; final accounts closed and documented.
Landlords, authorities, and occupied premises
In the UAE, approvals are a programme risk in their own right. We plan and manage them as part of the project, not as an afterthought.
Landlord approvals
Fit-out guidelines, drawing submissions, permits to work, and building-management conditions managed on the client's behalf.
Authority approvals
Municipality, civil defence, and utility approvals sequenced into the programme, with the responsible party identified for each submission.
Occupied & trading premises
Works around occupants and trading hours planned with phasing, protection, and access controls agreed before mobilisation.
Suitable project types
PMC appointments suit commercial fit-outs, F&B and retail programmes, building refurbishments, villa projects of substance, and multi-site rollouts - anywhere a client needs professional control over consultants and contractors without building an in-house team.
NASH can act as PMC whether the works are built by another contractor or delivered by NASH under a separate, clearly defined contract. Where another contractor builds, our role is independent oversight.
Project execution plan
Scope, organisation, programme, budget, and approvals strategy in one controlled document.
Progress & cost reports
Regular formal reports covering progress against programme, cost against budget, variations, and risks.
Tender & award records
Tender documentation, levelling sheets, and award recommendations - audit-ready throughout.
Handover file
Test certificates, as-built information, warranties, and close-out records assembled for the client.
Project management consultancy - common questions
What is the difference between a PMC and a main contractor?
A main contractor builds the works and carries the construction risk under a building contract. A PMC does not build - it represents the client, manages the parties who do, and controls programme, cost, and quality on the client's behalf. The contractor answers to its contract; the PMC answers to you.
Can NASH act as PMC when another contractor is building the works?
Yes. This is a standard PMC appointment: the works are delivered by a contractor appointed by the client, and NASH provides independent oversight - administering the contract, certifying progress and payment, controlling variations, and reporting formally. The independence of the role is the point.
What reporting will we receive?
Reporting is agreed at appointment and typically includes a regular formal report covering progress against programme, cost against budget, variation status, risks and their mitigation, approvals status, and decisions required from the client - supported by meeting minutes and inspection records.
When is the right time to appoint a PMC?
As early as possible - ideally before the design team is appointed, and certainly before the works are tendered. The largest savings a PMC delivers come from complete design information, a disciplined tender, and a contract set up correctly. A PMC appointed after problems appear on site can control the damage, but not undo it.
How are PMC fees structured?
Fee proposals follow an assessment of scope: the project stage, the services required, the duration, and the level of site presence. Once scope is defined, we issue a clear written proposal setting out the services and the fee basis before any appointment is made.
Request a PMC proposal
Tell us about the project - its stage, location, and scale - and we will come back with a considered view on the right PMC scope and a proposal to match.
Put independent control at the centre of your project.
Start with a structured brief - we will assess the scope and respond with a clear recommendation on the right PMC appointment.
Start a Project