Yehya Group Insights
Project thinking beyond the site.
Perspectives on the decisions, systems and interfaces that shape projects before, during and after construction.
When does a project need a project management consultant in Lebanon?
How owners can decide when PMC adds value, what it should control and what to define before appointment.
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Managing multiple contractors on construction projects in Lebanon.
Workfronts, package interfaces, information, progress control and one coordinated completion strategy.
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Facility management mobilisation in Lebanon: what to put in place first.
Asset registers, planned maintenance, vendors, open issues and the controls needed for stable operation.
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Technical services for existing buildings in Lebanon: diagnose before repair.
How to investigate recurring faults, define repair scopes and verify remedial work before repeated fixes add cost.
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Engineering consultancy in Lebanon: what should be resolved before tender?
Design maturity, technical interfaces, specifications, existing conditions and a clearer basis for comparable bids.
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Choosing a general contractor in Lebanon: what owners should compare.
Scope clarity, programme credibility, procurement, subcontractors, quality systems and commercial assumptions.
Read insightArchitecture design in Lebanon: from project brief to tender.
How brief, concept, multidisciplinary coordination, materials and tender information should develop together.
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Interior design and fit-out in Lebanon: what should be coordinated before site?
Space planning, MEP, ceilings, joinery, materials and procurement before construction pressure takes over.
Read insightFurniture procurement in Lebanon: control selection, lead times and installation.
Schedules, supplier comparison, approvals, ordering, logistics, room readiness and furnishing closeout.
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Tendering and procurement in Dubai: keep design decisions ahead of the programme.
Package strategy, bid comparability, technical approvals, long-lead exposure and site-ready delivery.
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Why project governance matters before construction begins.
Strong delivery starts with clear authority, defined decision routes and disciplined control long before mobilisation on site.
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The cost of fragmented project delivery.
When design, procurement, construction and operations move in separate lanes, the project often pays for the gaps between them.
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From handover to stable operation.
Operational readiness is strongest when commissioning, information, training and FM mobilisation begin before physical completion.
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Managing design decisions under real project constraints.
Design quality is protected when constructability, programme, cost, approvals and procurement are treated as inputs early enough to influence decisions.
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Procurement is a project-control function.
Technical approvals, commercial commitment, long-lead exposure, delivery and site need belong to one connected control path.
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Programme recovery: rebuilding control when a project falls behind.
Recovery starts by understanding the real constraints, rebuilding workable logic and targeting acceleration where it can genuinely recover time.
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Commercial renovation in Beirut: what owners should assess before construction.
A practical guide to existing conditions, MEP capacity, fit-out coordination, procurement and commercial renovation delivery.
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Renovating existing buildings in Lebanon: engineering and technical priorities.
Structural condition, MEP capacity, envelope issues, safety interfaces and refurbishment sequencing for existing assets.
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Delivering projects in Dubai: why design, procurement and construction must move as one system.
Design coordination, tender management, procurement and construction management connected around one delivery programme.
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Facility management in Qatar: from project handover to long-term asset performance.
FM mobilisation, asset information, preventive maintenance, service-provider control and performance after handover.
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