Infrastructure
The phase scope for this project is being finalised.
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Before any funds are spent on design, we answer the question "whether and how": a financial-economic model with several scenarios and sensitivity analysis; a technical readiness review — design materials by discipline, utility connection status, area schedules; a management review of the contractual and permitting status; a risk register with mitigations and owners; a delivery and phasing strategy. Where needed, we take an active part in negotiating the land deal.
A decision based on numbers, not enthusiasm — model, risks and strategy before the irreversible costs.
Decisions in this phase determine most of the final budget — the scope for optimisation is greatest while the money spent is smallest.
We build the management infrastructure for the whole project: a project charter; an information system with controlled access and full visibility for the investor; a risk register as a working tool with monthly review; a baseline plan — schedule, budget and quality in one reference document; a communication plan; a change-management procedure.
Order before construction: the rule that any change affecting budget or schedule is executed only after the investor’s written approval.
We coordinate the design team across all disciplines under Ordinance No 4/2001 on the scope and content of investment designs and monitor compliance with the planning parameters (Ordinance No 7/2003). We run the procedures: detailed development plan (PUP), design visa, approvals. We organise the contracts for construction supervision under Art. 166 ZUT and for the health-and-safety coordinator. We manage utility connections — power distribution, water and sewerage, including transformer station design where required. We submit the investment designs for approval — up to a building permit in force.
An approved design, a building permit in force and signed contracts with the key participants — readiness for construction.
We prepare a full tender package — technical brief, conditions, contract framework, evaluation criteria. We build a list of suitable contractors based on proven capability at the relevant scale. We run the procedure: invitations, site visits, questions and answers, offer collection. We carry out technical and price evaluation, capacity and reference checks. We negotiate with the finalists and present the investor with a reasoned selection proposal. We support contract signing.
A contractor selected under real competition, a fixed construction budget and a baseline schedule.
By the moment the builder is selected, most of the project’s costs are fixed — the tender phase carries disproportionate value.
Investor quality control with site presence sized to the project’s scale — up to a permanent site resident architect on large projects in active construction. Budget control with weekly tracking and monthly reporting; schedule control on the critical path with early warning. Formalised change management. Coordination between the main contractor, subcontractors, the designer (author’s supervision) and the Art. 166 ZUT supervision consultant. Weekly site meetings with minutes; monthly management meetings with the investor. Control of the acts and protocols under Ordinance No 3/2003 — up to Act Form 14 and 15. No construction payment certificate (protocol form 19) is paid without the investor’s prior approval.
A building delivered to design, budget and schedule — with a documented trail for every decision.
We prepare and submit the complete documentation for acceptance of the works — up to the permit to use (Act Form 16), or the commissioning certificate according to the building’s category.
A building legally fit for operation, with a complete, ordered archive.
We manage the warranty relationships with the contractors: receiving and processing defect claims, coordinating remediation, controlling the quality of warranty repairs, managing the warranty retentions — released on schedule only against clean claims. Final project report and archive handover.
Defects remedied at the contractor’s expense, within the statutory warranty periods — 2 to 10 years by type of works under Ordinance No 2 of 31.07.2003.
The project does not end with the permit to use. For investors who retain the asset or hand the product over to owners, we take on management after commissioning. After-sales service through a Customer Service unit with an automated system: every request is registered and automatically routed to the responsible person at the relevant contractor and to the member of our team assigned to the project; an established protocol follows — a reply to the client, an arranged inspection, coordinated remediation, and a handover protocol signed by the client. In addition: tenant and operator coordination, management of sales of the completed product, maintenance and capital-expenditure planning through specialised operators, periodic reporting on the asset’s performance.
The asset and the product remain serviced after handover — through a measurable, traceable process. The service runs in live mode for the Lipite complex.
The Ф0–Ф7 model covers the project’s full lifecycle — a one-to-one match with the RIBA Plan of Work.
Participation in the management of the Plovdiv–Burgas railway modernisation — national infrastructure commissioned by the National Railway Infrastructure Company. Infrastructure projects carry a different management logic: a public contracting authority, public-procurement procedures, long approval chains.
Plovdiv–Burgas railway rehabilitation
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