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Project Management

Safety built into the way industrial projects are delivered.
How Can We Help?
We provide the project leadership, planning and coordination needed to deliver industrial installations and relocations, whether the job is a single press installation or a production line moving between continents. From programme development and resource planning to contractor interfaces, site execution and commissioning readiness, we help clients manage risk, protect critical milestones and maintain control of delivery. Every project has one accountable project manager, from the first site survey to handover, who plans the work, mobilises the required crews and controls cost, schedule and safety on site.
For clients who need programme-wide governance, master scheduling and project controls across a whole facility, our consultants provide programme management and integration planning.
Beck & Pollitzer’s health and safety philosophy in practice on site

The plan and the people stay together

The project manager responsible for planning the job remains accountable through delivery on site. Method, sequence and resource planning are developed with direct input from the people responsible for delivery.

Where specialist subcontractors join the work, they report to our project manager and follow our methods. The client deals with one point of contact and one programme.

Experience from around 1,500 projects delivered each year helps our teams produce realistic programmes of work and integrate them with the client’s own project team.

Under our Single Installer Model, one integrated team coordinates mechanical, electrical, piping and steelwork activities through a consistent approach to project management, safety, quality and reporting. Specialist resources are mobilised at the appropriate stages of the project, aligned with the installation programme and specific project requirements.

From survey to handover

Industrial project managed from initial survey through to handover
Survey and scope
Site surveys confirm access, floor loading, services and the condition of each machine before the scope and price are fixed.
Plan the programme
A programme of work, method statements, lift plans and a resource plan are built and integrated with the client’s project schedule.
Mobilise
Crews, plant, tooling and transport come from the nearest business units, with specialist trades added where the scope needs them.
Control on site
Daily coordination, progress tracking and change control keep cost, schedule and quality visible to the client throughout.
Hand over
Equipment is handed over ready for commissioning, with completion records and lessons learned captured for the next project.

The projects we manage

Each project brings its own constraints. These are four of the most common, and each calls for a different kind of control.
01

Turnkey installation programmes

On a new plant or line, installation depends on equipment arriving in the right order and the building being ready to receive it. Our project manager plans the work around each OEM’s delivery schedule, then sequences each trade, so crews are not waiting on one another. Progress is tracked package by package through to mechanical completion. Find out more about our multi-trade installation scopes.

  • Delivery sequence agreed with each OEM
  • Building and utility readiness checked before mobilisation
  • Mechanical, electrical and piping trades in one programme
  • Commissioning support at handover

02

Cross-border line transfers

A line transfer has two fixed dates: when the old site must be cleared and when the new one needs to start production. Our project manager plans dismantling, packing, shipping and reinstallation back from both. The move is managed under one project structure across both sites, so information is not lost between the sending and receiving teams. See how we handle international plant and line transfers.

  • Match-marking and layout records before dismantling
  • Export packing and shipping schedules
  • Customs and logistics coordination
  • Reinstallation against the original layout

03

Shutdown & changeover windows

A shutdown fixes the end date before any work begins, so the plan has to hold to the hour. Our managers break each job into shift-by-shift tasks and review progress at every shift change. Any slip shows up while there is still time to recover it. Read about our in-plant machine moves.

  • Pre-shutdown surveys and staging of tools and parts
  • Round-the-clock shift planning
  • Contingency for late parts or unexpected findings
  • Restart checks agreed with production teams

04

Repeat & multi-site programmes

Clients running a series of projects across several sites need the same standard every time. Where possible, we keep the same managers and core crews on the account, so each site starts from what the last one learned. Ongoing work of this kind can continue as long-term site support.

  • Methods carried from site to site
  • Lessons-learned records shared across projects
  • One reporting format for safety and progress
  • Planning across several sites at once

What we manage and how we control it

    • Programme & schedule management: Developing and maintaining realistic programmes that reflect work sequencing, resource availability, access requirements and critical dependencies.
    • Resource planning: Aligning labour, equipment and specialist capabilities with the demands of the programme, helping clients identify resource constraints and plan deployment effectively.
    • Interface management: Coordinating activities across contractors, OEMs and project teams to address dependencies, clarify responsibilities and minimise conflicts between work packages. A daily meeting brings the general contractor, trades and OEMs together.
    • Risk & issue management: Identifying delivery risks early, monitoring emerging constraints and supporting timely decisions. A live risk register, with an owner and a date against every entry, is reviewed weekly with the client and general contractor.
    • Progress reporting & project controls: Clear visibility of progress, upcoming activities, resource requirements and emerging issues, with a bi-weekly review of variance against the programme and an installation look-ahead.
    • Commissioning & operational readiness: Coordinating installation completion, outstanding work and handover requirements to support the transition from installation into commissioning and operations.

Several work fronts, one plan

Work zones, routes and task sequences are agreed with the client before work starts, and removal programmes are built back from a fixed handover date. An aluminium rolling client had its mill rolls exchanged within six days at each winter shutdown, over four consecutive years.
Beck & Pollitzer workforce mobilised in step with the project programme on site

A workforce that moves with the programme

Our project managers draw on permanent teams of engineers, supervisors, millwrights, riggers, fitters and electricians across our business units. When a programme peaks, crews from several countries join under one project manager. Four business units worked together on a 12-month automated fulfilment centre installation in Paris, aligning and levelling 35,000 grid cells.

Teams are scaled up for peak phases and stood down as each stage completes, so the resource on site matches what the programme needs at that point.

Multilingual client liaison is part of the role, with briefings and site meetings run in the languages each project needs.

Every project is managed under our group safety system, alongside CDM requirements in the UK and local regulations elsewhere. Read more about how we plan and supervise safe work.

Benefits of Beck & Pollitzer project management for a client’s industrial programme

What this means for your programme

One accountable manager runs your installation or relocation, with our own crews and a programme built to fit yours.

  • Schedule: Realistic programmes built from similar past projects, with progress tracked against the client’s plan.
  • Cost: Scope, resources and changes controlled by the same manager who priced the work.
  • Production: Downtime planned around shutdowns, changeovers and restart dates.
  • Communication: One point of contact for the client, the OEMs and every subcontractor on site.
  • Learning: Lessons from each project recorded and carried into the next.
Related projects
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Need to know more?

Answers to common questions about our approach, delivery and expertise.
What does a Beck & Pollitzer project manager do?
They own the project from survey to handover: scope, programme, method statements, resource plan, cost and safety. On site, they run daily coordination with the client, OEMs and trades, track progress against the programme and manage changes as they arise. They are also the client’s single point of contact, so decisions are made quickly and recorded.
How is project management different from your PMO & Integration Planning service?
Project management covers delivery of our own scope, with our crews on site. PMO & Integration Planning is a consulting service that sets up governance, schedules and project controls across a whole programme, including other contractors’ work. The two can run together, with our project team feeding the client’s master schedule.
Can Beck & Pollitzer act as Principal Contractor?
Yes, where the scope calls for it. Under the UK CDM regulations, the Principal Contractor plans, manages and coordinates the construction phase, including the construction phase plan, site rules and inductions for everyone on site. We take on that role for appropriate installation, relocation and fit-out projects in the UK and work within the applicable contractor-management framework on international projects. For one UK client, we acted as Principal Contractor for a full factory relocation and fit-out while production continued. [LINK to case study: Read the turnkey relocation project]
Can you work inside our own project team and schedule?
Yes. Our programme is built to sit within yours, and our project manager joins your coordination meetings, works to your reporting and change process, and raises any constraint that affects the wider schedule as soon as it appears. On a US warehouse project, a late conveyor delivery was absorbed by bringing the storage system installation forward. [LINK to case study: Read the warehouse project]
When should we involve Beck & Pollitzer in a project?
As early as possible, ideally before equipment layouts, delivery dates and building works are fixed. An early site survey lets our project manager plan access, lifting routes, floor loading and installation sequence while changes are still cheap to make. It also gives you a realistic programme and price to plan the rest of the project around. Our technical team reviews drawings and OEM manuals at survey, so constraints are raised before scope and price are fixed.
How do you work with OEMs from other countries?
We agree daily technical calls around each OEM’s time zone and assign a technical interpreter to each key area on site, so instructions from OEM engineers reach our crews accurately.
From insight to execution.
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