From brief to build: how to streamline pre-tender processes for faster project start times

The pre-tender phase is a critical stage in any commercial fit-out or refurbishment project. It can set the tone for the whole project, and often the key to a great project is starting off on the right foot. Yet, delays during this phase are a frequent pain point for project managers. A 2022 survey found that 91% of construction professionals had been involved in projects experiencing delays, with 28% estimating that more than half of their projects faced setbacks. These delays impact budgets, disrupt schedules, and create unnecessary stress for stakeholders.

So, how can project managers take control of this phase to ensure a faster project start? By identifying key bottlenecks and applying proven strategies, teams can streamline the pre-tender process and reduce costly delays. A well-managed pre-tender phase leads to improved cost control, smoother decision-making, more predictable project timelines, and ultimately, happier clients.

Key challenges in pre-tender phases

Several common roadblocks can slow down the pre-tender process: 

• Approval processes: Statutory regulations, fire safety approvals, and licence-to-alter requirements can add unexpected delays if not managed proactively. 

• Funding and internal sign-off: Budget approvals, particularly in large organisations, can stall projects for weeks or even months. Presenting value for money and demonstrating cost per square foot can help accelerate approvals. 

• External fund access: When projects rely on external funding sources or fund managers, securing the release of funds can be a lengthy process. Clear communication and early engagement with fund managers can help prevent financial roadblocks. 

• Overcomplicated specifications: Excessive detailing of specs and drawings too early can lead to unnecessary revisions, wasting time and money. 

• Misaligned expectations: Stakeholders who are not aligned on budget, quality, and scope can cause delays when decisions need to be revisited. 

• Inadequate risk assessment: Failure to identify potential risks early can lead to sudden roadblocks later in the process, requiring additional approvals and rework. 

One of the biggest culprits behind pre-tender delays is a lack of clarity at the briefing stage. If key stakeholders aren’t aligned on scope, budget, or objectives, decisions can be revisited multiple times, adding unnecessary complexity. Misaligned expectations – whether around cost, programme, or design intent – lead to drawn-out approvals and costly revisions. Slow internal sign-off processes further exacerbate the issue, especially in large organisations where multiple layers of approval are required. Without a streamlined approach, projects risk getting stuck in a cycle of rework before they’ve even begun. 

A KPMG report found that only 25% of construction projects are completed within 10% of their original deadlines, and 98% of mega projects experience significant delays or budget overruns. Addressing these pre-tender bottlenecks early can make a significant impact, helping projects stay on track and within budget. 

Steps to streamline the pre-tender process

1. Define a clear, actionable project brief

A strong project brief is the foundation of a smooth pre-tender phase. It should be concise yet detailed enough to prevent ambiguity. The best briefs include: 

• A well-defined budget range from the outset 

• Clear objectives and expectations on quality 

• A realistic timeline agreed upon by all stakeholders 

• Defined responsibilities to ensure accountability 

A lack of clarity in the brief can lead to confusion, misalignment, and unnecessary delays down the line. Establishing clear priorities from the start ensures that all teams are working towards the same goals. 

2. Improve stakeholder communication and buy-in

Keeping all stakeholders aligned early is crucial. Project managers can help streamline communication by: 

• Holding structured briefing sessions with key decision-makers 

• Using visual presentations and data to showcase value for money 

• Agreeing on a standard set of project details to reduce unnecessary bespoke elements 

• Setting clear decision-making deadlines to prevent prolonged discussions 

The earlier all key players are engaged, the easier it is to gain buy-in and avoid last-minute changes. Ensuring everyone understands their role and responsibilities helps drive accountability. 

At Interaction, we tend to ensure stakeholders are aligned early on by working with a client leadership teams to hold early-stage decision-making workshops. This helps eliminate confusion over design intent and ensures quicker approvals when moving to tender. 

3. Identify and mitigate pre-tender risks early

Unforeseen risks can derail even the most well-planned projects. To avoid delays, project managers should: 

• Conduct thorough due diligence on the site, including surveys for asbestos, structural issues, and compliance risks. 

• Engage legal and compliance teams early to prevent late-stage regulatory setbacks. 

• Identify supply chain risks and pre-order critical materials where possible. 

By tackling these risks upfront, projects can move forward with greater certainty and fewer surprises. 

4. Engage contractors early

Many projects suffer from delays due to late-stage tendering and excessive contractor revisions. Engaging contractors earlier in the process allows for: 

• More accurate cost estimations based on real market conditions. 

• Early input on buildability, reducing the risk of design revisions later. 

Interaction’s approach involves collaborating with contractors from the outset, ensuring that cost expectations are managed, and feasibility is considered from day one. 

5. Adopt a cost-first approach 

Traditional procurement methods involve setting quality and scope first, then tendering for price. However, at Interaction, we short-circuit this by: 

• Agreeing on a target price upfront 

• Collaborating to maximise quality within that budget 

• Creating competitive pressure among contractors to deliver the best spec within the agreed cost 

By focusing on budget first, project managers can reduce the risk of excessive rework and late-stage value engineering, which often causes delays.  

How Interaction helps clients save time 

At Interaction, we take a proactive approach to reducing pre-tender delays. By managing cost expectations early and focusing on speed-to-market, we help project managers maintain momentum. Asking our sub-contractors to match an already defined budget also takes the pressure off us as the project manager, instead leaving the onus on the contractors to meet the budget. It’s why we’re able to deliver what we like to call Perfection at Pace. 

Case study: FOUNDRY Wandsworth 

For FOUNDRY, a Legal & General-backed flex space brand, speed and budget control were crucial at for Wandsworth site. Throughout the design and delivery process, we worked closely with brilliant project managers 2110 Consult, L&G’s asset managers, the FOUNDRY team – both board-level and day-to-day operations, and our own internal PM team to fast-track the pre-tender phase without compromising quality. 

Early decision workshops aligned all stakeholders on scope and budget, cutting delays and rework. Using standard specs and a cost-first approach, we engaged contractors early to avoid last-minute revisions and value engineering. 

Though contracted for 17 weeks on site, we achieved handover a week early at 16 weeks, allowing FOUNDRY to open to members on 1st October. Plus, the site was 50% let six months ahead of projections – proof that fast, clear pre-tender management pays off commercially and operationally. 

It’s a clear example of how collaboration and smart planning get you from brief to build faster and with fewer headaches. 

How streamlining pre-tender phases improves the overall project lifecycle 

By tackling delays before they occur, project managers can: 

• Reduce stress from chasing approvals and contractor timelines 

• Improve cost predictability and financial oversight 

• Free up resources to focus on high-value activities instead of admin-heavy tasks 

• Reduce the risk of scope creep and budget overruns 

Value engineering is a key benefit of efficient pre-tender planning. Without early intervention, project managers often battle against spec changes, budget overruns, and approval delays. However, by simplifying the process, we reduce the need for extensive contractor management and unexpected last-minute changes. A streamlined pre-tender phase results in better project execution and more predictable outcomes. 

Perhaps most importantly, streamlining your pre-tender processes will leave your clients happier. No longer will they have had to fork out for unexpected delays, or face an uphill battle against overcomplicated approval processes. Instead, their project can be delivered on time, on budget and to the quality they were expecting. 

In short?

Pre-tender delays can derail even the best-planned projects, but with the right strategies, project managers can take control of the process. By focusing on cost-first planning, clear communication, and early commitment, projects can hit the ground running. 

Need to speed up your project’s pre-tender phase? Contact us today to see how our approach can help you deliver faster, smoother project start times.