The Best Way to Build in Kenya While in Diaspora
The first step is always about establishing the right project structure before construction begins. It all starts with assembling the right team, most importantly the professional team and at the same time, establishing a working relationship based on trust.
This may include a Project Manager, Architect, Quantity Surveyor, Engineer and other specialists depending on the nature of the development. The objective is not simply to find people who can perform individual tasks. The team should understand who is responsible for what, how decisions will be made, how information will flow and how the project will be monitored.
Once the team is in place, the project should proceed procedurally rather than reactively. Drawings, specifications, bills of quantities, procurement requirements, approvals, the works programme, cash-flow requirements and construction milestones should be prepared before major works begin. Planning should extend all the way to completion and handover, rather than stopping at the ground-breaking ceremony.
The financial plan should run alongside the construction programme. Each major milestone should have its associated resources, expected expenditure and timeframe. This makes it possible to establish what should have been achieved by a particular point and what resources should have been consumed.
Prior risk identification is crucial so that you can anticipate what you can manage. A project should not be planned on the assumption that everything will go according to schedule. Delays, price changes, material shortages, design changes, approval processes and unforeseen site conditions can affect both cost and time taken. This does not mean expecting the worst. It means planning for what could reasonably go wrong. This is where flexibility in decision making aligned with smooth communication is very important as its where most projects stall. Adequate contingencies should therefore be considered from the beginning, and the financial plan should be tested against different scenarios.
Once construction starts, progress should be measured against the agreed programme and allocated resources. It is not enough to receive photographs showing that work is taking place. The question is whether the work taking place corresponds with what was planned, the amount of work that should have been completed and the resources allocated to that milestone. Regular reporting should therefore cover physical progress, financial progress, programme performance, emerging risks and decisions required from the client.
Contracts are important and we always insist that they are for clearly establishing roles, responsibilities, deliverables, payment arrangements, timelines, variations, reporting requirements and procedures for resolving disagreements. However, a contract should not be treated as a weapon thereby remaining comfortable as you may think you can just sue and recover.The purpose of a good contract is to create clarity and establish reasonable expectations between parties. A healthy professional relationship should still be maintained throughout the project.
Finally, remote construction requires a deliberate balance between communication and documentation. Not every conversation needs to become a formal letter, but important instructions, approvals, variations, decisions and agreements should have clear written evidence and delivered in good time.
This becomes particularly important where several people are involved in making decisions. Any third party involved in the project should also be declared. Their role, authority and limits should be clear to the project team. This helps prevent situations where relatives, friends, intermediaries or other parties unintentionally create conflicting instructions or interfere with established responsibilities.
In conclusion, building a home or investment property in Kenya while living abroad can be done successfully, but distance changes how the project must be managed. The project therefore needs the right people, clear procedures, proper documentation and a system for monitoring progress from the beginning to completion.
A project should not be planned on the assumption that everything will go according to schedule. Delays, price changes, material shortages, design changes, approval processes and unforeseen site conditions can affect both cost and time taken.
For more information, reach out to us via info@rickfes.co.ke
At Rickfes Construction Ltd., we provide professional oversight for clients building or developing property away far from their physical location. We coordinate the professional team, monitor progress, manage communication, track costs and programme performance, and help keep the project moving from planning through construction to completion and handover.
