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5 articles
Unspent contingency can look like an opportunity as the year closes, especially when someone suggests putting it to good use before December. This piece argues that leaving the money alone is often the more disciplined choice, and sets out a practical close-out rule that protects both the budget and the behaviour around it.
A client email that opens with 'just a quick one' can add a day of work before anyone has opened the budget. This piece sets out a simple triage for separating a clarification from a change, plus wording that keeps the relationship intact while protecting the project.
Most 2026 budget overruns do not start with a bad decision. They start with a reasonable assumption that nobody tests in week one. This is a practical look at six common kick-off beliefs in UK project teams, how each one turns into cost, and the short audit that puts evidence behind the plan.
Most UK projects do not fail in a dramatic way. They drift because decisions live in emails, calls and memory. A lightweight decision log gives clients and suppliers one shared record of who decided what, when and why — without adding bureaucracy.
The cheapest-looking UK project proposal is rarely the least expensive once scope assumptions, change control, payment terms and exit clauses are tested. These five questions reveal the real cost before you sign.