EBG Studios · Development Atlas · DRAFT — For review & feedback
Chapter III · Deliver & Use
Can we deliver safely, on time and on budget?
Stage 7 · Questions, problems & people
Each lead brings the answer together with the people named below. Maya represents the developer and enterprise owner; specialists and public reviewers retain their own responsibilities.
Check applicable permissions, current drawings, preceding work, access and the contractor’s safety arrangements before opening the next work front.
With: Eli (site & civil engineer); Morgan (project architect); Noor (power & cooling engineer).
Trade contractors manage their work methods and crews.
Use inspections, submittals, field observations and installation records to verify quality before systems are concealed or handed over.
With: Morgan (project architect); Eli (site & civil engineer); Noor (power & cooling engineer); Alex (commissioning lead).
Inspectors and specialist testing teams make their own findings.
Sequence grading, structure, enclosure and fit-out; resolve clashes through documented design responses and keep work fronts coordinated.
With: Eli (site & civil engineer); Morgan (project architect); Noor (power & cooling engineer).
Assess changes before approval, track their cost and schedule effects, and carry updated records and unresolved issues into the handover plan.
With: Maya (development lead); Morgan (project architect); Alex (commissioning lead).
What this milestone needs to produce
Installed systems with inspections, quality records and deficiencies organized for commissioning.
Why this stage matters
Construction is a controlled sequence of work, inspections and decisions. A forecast combines what has been paid, what is committed and what is still expected. A change order is not simply an invoice: first establish entitlement, scope, quantities and time impact. Safety, quality and contractual obligations remain binding even when budget pressure increases.
The decision map
People & information
Executes work, coordinates trades and manages site safety.
Shares evidence with the development lead and the other stage disciplines.Answers technical questions and reviews conformance.
Shares evidence with the development lead and the other stage disciplines.Reviews changes and monitors outcomes.
Shares evidence with the development lead and the other stage disciplines.Parallel work, shared decisions
Illustrative relative activity, not a duration schedule. A stage can loop back as evidence changes. Select another discipline to see where it contributes.
| Workstream | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 |
|---|---|---|---|---|---|---|---|---|---|
| Market & Tenancy | 3 | 3 | 1 | 2 | 2 | 1 | 2 | 3 | 3 |
| Land & Approvals | 1 | 2 | 3 | 2 | 3 | 2 | 1 | 2 | 0 |
| Design & Engineering | 0 | 1 | 2 | 3 | 2 | 3 | 2 | 2 | 1 |
| Finance & Investment | 2 | 2 | 2 | 3 | 3 | 2 | 3 | 2 | 3 |
| Construction & Procurement | 0 | 0 | 1 | 2 | 1 | 3 | 3 | 2 | 1 |
| Delivery & Operations | 1 | 1 | 1 | 2 | 1 | 2 | 2 | 3 | 3 |
| Stakeholder | 1 · Opportunity & vision | 2 · Market & site | 3 · Diligence & control | 4 · Planning & feasibility | 5 · Approvals & commitment | 6 · Design & procurement | 7 · Construction & delivery | 8 · Commissioning & handover | 9 · Tenancy & stabilization |
|---|---|---|---|---|---|---|---|---|---|
| Developer | Set the thesis | Choose the search criteria | Own the acquisition decision | Integrate design and economics | Align approval and capital | Approve scope and contracts | Authorize verified changes | Accept documented handover | Review performance and strategy |
| Investor & lender | Set risk and capital limits | Challenge demand assumptions | Review acquisition risks | Test equity need and returns | Define conditions precedent | Review the committed budget | Review eligible draw evidence | Confirm completion conditions | Monitor coverage and evaluate exit |
| Design & engineering | Explore user requirements | Screen site constraints | Investigate physical conditions | Develop and compare concepts | Address authority conditions | Coordinate detailed packages | Resolve technical field questions | Verify systems and as-built records | Review feedback from operation |
| Contractor & suppliers | Offer early feasibility insight | Advise on site access | Identify construction uncertainty | Estimate scope and sequencing | Test schedule feasibility | Price packages and lead times | Execute work and record quality | Complete tests and defects | Respond to warranty obligations |
| Users & community | Explain unmet needs | Test location and access | Identify local impacts | Review functional usefulness | Participate in applicable review | Confirm use requirements | Coordinate tenant interfaces | Receive usable and safe space | Report performance and changing needs |
| Operator & asset manager | Define operating objectives | Assess serviceability | Identify inherited liabilities | Estimate operating burden | Plan the operating transition | Review maintainability | Prepare asset and service records | Receive manuals and training | Manage leasing, costs and capital plans |
Roles may overlap within one organization. The project’s contracts and local requirements determine actual authority and responsibility.
| Risk | Likelihood | Impact | Priority score | Response |
|---|---|---|---|---|
| Unsafe sequencing | 2 | 5 | 10 | Verify evidence; assign an owner, mitigation and decision deadline. |
| Unresolved change | 4 | 4 | 16 | Verify evidence; assign an owner, mitigation and decision deadline. |
| Late equipment | 4 | 4 | 16 | Verify evidence; assign an owner, mitigation and decision deadline. |
Choose a concept. Choose your depth.
Can we deliver safely, on time and on budget?
Overview · Understand · ApplyHave all uses of capital been identified?
Overview · Understand · ApplyWhen is capital needed, and what does time cost?
Overview · Understand · ApplyWhat could change the conclusion, and does the model reconcile?
Optional practice
Try the enterprise data-center decision, then compare it with the logistics exercise below.
Juniper Ridge · make the call
Inspection records, surveyed set-out, testing, change control and updated cost-to-complete.
Apply the same development principles to Riverton Logistics Center. This supporting case uses its own warehouse assumptions and preserves your recorded logistics decisions.
Decision studio · Stage 07
You are the project’s development lead. Evaluate the loading change and expediting choice against contingency and schedule. Use the fictional evidence below, make a choice and explain what you would verify.
Revised loading layout: $180K. Required to serve the agreed tenant program; scope entitlement still needs review.
Switchgear delayed four months. $120K acceleration can recover two months; require written confirmation.
Direct changes use $180,000; extra financing carry is $185,689. Together they consume $365,689 of the original $900K contingency, leaving $534,311. The forecast adds the change to the gross budget while retaining the full contingency allowance; releasing that allowance is a separate decision. Verifying scope, entitlement and a written acceleration commitment before authorization is appropriate.
