Cumberland House – 12 Projects of Christmas

The transformation of Cumberland House in Dublin’s city centre from a dilapidated  1970’s office building into a 21st century modern office suitable for one of the world’s biggest names in technology was no easy challenge – starting from scratch would have been much easier.

The team behind Cumberland House has completely gutted, refurbished and partially rebuilt the building, and in doing so have turned it from a  1970’s cellular office design to a bespoke, state of the art sustainable building that is a joy to work in.

The rejuvenated building will also bring renewed life to an under-used street and the resulting increase in service businesses will increase economic output and employment in the area beyond the footprint of the building itself

Lafferty Project Managers were appointed for this significant city centre Corporate HQ fast track project of 13,000 m² including internal and external building strip out, structural demolitions, new build elements, total building refurbishment of the shell and core build and the Cat A and Cat B fit out. The form of Building Contract was Management Contracting.

Lafferty acted as Project Managers for both the Landlord (Hibernia REIT) and the Tenant (Confidential). The project was a highly complex city centre redevelopment of a 1970’s office building, to a state of the art sustainable building that has also achieved LEED Platinum accreditation with low life cycle maintenance costs. The completed and refurbished building is a cutting edge design for a global technology company in a rejuvenated building.

Critical Success Factors

• Governance – Clear Brief and Effective Decision Making Process by Client and Tenant
• Agreed Success Criteria with Stakeholders at Project Outset
• Effective and Proactive Management of Health and Safety
• Capability and Competence – Appointment of a Highly Experienced Team with Capacity
• Funding – Secured for project at outset
• Clearly Defined Project Structure – Roles and Responsibilities
• Excellent Project Planning (Definition, Charter, Execution Plan) – ‘go slow to go fast’
• Early Establishment of Good Teamwork and Positive ‘Can Do’ Attitude
• Effective Communications (and use of appropriate communication mediums)
• Ownership, Responsibility and Accountability from all key Project Personnel
• A collaborative approach was fostered and engendered by Lafferty with the Landlord, Tenant, Management Contractor and all relevant and local stakeholders.
• A high performing Team, enabled by very effective project communications was the basis for this very successful project.