Why Consultant Scopes Fail (and How to Fix Them in 3 Simple Steps)
Avoid delays, disputes, and cost overruns by clarifying roles, tailoring scope by stage, and bringing the GC into the loop early.
Welcome to a new issue of the Unlocking Real Estate Value newsletter. Each week I will provide you with exclusive advice and professional insights to help you realise long-term value through real estate development.
This week’s newsletter dives into the Consultants’ Scope of Services. I know, it’s not the most glamorous topic. But if you're managing a development project, it’s one of the most important. Getting your consultant's scopes right can mean the difference between a smooth delivery and a project full of delays, design disputes, and change orders.
Scopes often come with a mountain of paperwork and lots of fine print. That’s probably why they’re one of the last things to get locked in. I’ve seen projects where finalising scopes with key consultants dragged on for weeks, even months.
As the client, you’re responsible for making sure these documents are agreed upon and finalised before the General Contractor (GC) comes on board. Miss this window and you risk costly surprises later.
On institutional-grade projects, scopes should act like control panels, not just legal contracts.
Below, I’ll share 3 practical tips to help you get your scopes in check before problems arise.
1. Who Does What Matters — Define Clear Responsibilities
Your Business Plan, Development Strategy, Development Brief, and Consultant Scopes all need to align. When they don’t, risks multiply. And unfortunately, those risks usually show up late, when it’s hard (and expensive) to fix them.
A common issue: both the architect and the MEP engineer assume the other is coordinating ductwork through a transfer structure. In the end, no one does.
Result? Rework. Delay. Change order.
A good scope fixes this. Example clauses for the architect might include:
“Act as Lead Designer and coordinate all inputs from Specialist Consultants”
“Confirm that submitted drawings are spatially and technically coordinated”
“Advise on the need for topographic surveys or specialist design input”
These aren’t filler lines, they’re risk-control mechanisms.
What to do:
Define key outputs for each stage (reports, plans, risk assessments)
Use a Design Responsibility Matrix to assign clear task ownership
Add a clause for cross-disciplinary coordination, especially in areas of overlap
This level of clarity doesn’t just reduce claims—it keeps your entire team aligned.
2. Match Scope to Discipline & Design Stage
One-size-fits-all scoping doesn’t work. Each consultant operates on a different rhythm.
Structural Engineers often finish 80–90% of design by Stage 3.
MEP Consultants need flexibility until plant choices and riser locations are finalised.
Architects are still iterating on layouts and facades into Stage 4.
If you force everyone into a “Stage 3 = 100% design” mindset, you’ll create rushed work, coordination gaps, and misplaced confidence.
A better approach:
Let structural design lock early → enables procurement of key elements
Give MEP time to react to accurate inputs → avoids costly redesign
“Freeze” architectural drawings for downstream use with clauses like:
“Architectural drawings issued as backgrounds shall be frozen in good time for other Consultants to use.”
Also, always name the Lead Consultant in your scopes—they’re responsible for coordinating design delivery and tracking the Design Programme.
3. Include the Contractor Early → Before Novation
In Design & Build contracts, consultants get novated to the GC. But their scopes are often written before the contractor ever sees them.
That’s a problem.
Without early input, contractors inherit scopes that:
Lack build-ability detail (e.g. support zones, fixings)
Skip coordination items (e.g. slab penetrations)
Don’t reflect the programme or procurement needs
Result? Rework. Scope gaps. Claims.
Fix it simply: Let the GC preview scopes before you finalize Detailed Design.
Strong teams:
Run Scope Review Workshops with the preferred GC
Confirm design packages are ready for construction and procurement
Sign off what’s done vs. what’s still in development
Align BIM protocols across consultants, GC, and supply chain
Example clause to include:
“The Consultant shall provide information in a format compatible with agreed protocols for procurement and tender review.”
This bridges the gap between design ambition and construction reality—and reduces late-stage surprises.
Summary & Takeaways
Consultant scopes shouldn’t be paperwork exercises. They’re a core part of project delivery. If you’re too busy running the show, hire a seasoned PM to handle this part with precision.
Key takeaways:
Define clearly: Who does what, when, and how
Scope wisely: Match detail to discipline and design stage
Review early: Bring in the GC before novation—not after handover
A strong scope reduces drama, prevents claims, and gives your team a blueprint for success.
— Carlo
Founder and Managing Director Benigni
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This post is sponsored by Benigni a specialist development manager working with international investors to realise long-term value through optimised development strategies. To learn more click this link to our website.
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