How to Manage Late Information from Consultants Without Damaging the Project Relationship

Late design information from consultants is one of the most persistent and costly problems on UK construction projects. It delays the contractor, creates claims for extension of time and additional cost, damages relationships and — if not handled correctly — destroys the professional goodwill that makes a project team function well. Yet the way most project teams respond to it — by either saying nothing or escalating immediately to a formal dispute — tends to make the situation worse rather than better.

When design information arrives late, the instinctive responses — saying nothing and hoping it will arrive, or escalating immediately to a formal dispute — both tend to make the situation worse. The first allows the delay to compound; the second damages relationships that may be difficult to repair. A more effective approach lies between these extremes: a structured, professional response that protects the project without creating unnecessary conflict.

Why Late Information Happens

When a submission is approaching its due date and you have reason to believe it may be late, the most effective action is a direct conversation — not an email, and not a formal notice. Call the relevant person, acknowledge the pressures they may be under, and ask directly whether they expect to meet the deadline. If the answer is no, work with them to understand the reason and agree a revised date. This conversation often achieves more than a formal chaser, and it maintains the trust that makes projects run smoothly. Confirm the revised date in a brief email to create a record.

The Early Warning Conversation

When a submission arrives late, the first priority is to understand the impact. Will the late submission delay other dependent design work? Will it affect the construction programme? Is there a claim risk? Once the impact is understood, communicate it clearly to the consultant — not as an accusation, but as a factual statement of the project consequences. Request a revised submission date and confirm it in writing. Keep a record of all communications related to the late submission.

When a Submission Is Late

Where the delay is serious — creating a claim risk for extension of time or additional costs — you may need to issue a formal notice under the terms of your appointment or the main contract. Under NEC contracts, this may be a Compensation Event notice. Under JCT, it may be a formal instruction or a notice of delay. The purpose of the formal notice is not to damage the relationship but to preserve your commercial position and create a clear record of the event and its impact. Always issue notices calmly, factually and through the correct channels.

When to Use Formal Notices

In most cases, the primary goal is to get the information — not to win a dispute. When managing late submissions, always keep this in mind. Use formal notices where the contract requires them, but frame them professionally and without personal antagonism. Keep communications factual and focused on the project impact rather than assigning blame. Where the relationship is important to the long-term success of the project, consider a face-to-face conversation to agree a realistic recovery programme, even after a formal notice has been issued.

Maintaining the Relationship

JC Virtual PMs provides design management, document control and contract administration support to SME construction clients and project managers across the UK. If you are dealing with late consultant submissions and need help managing the situation professionally — both commercially and relationally — contact us to discuss how we can help.

How JC Virtual PMs Can Help