Why Coordination in Construction Is Critical: Lessons from the Kempinski Gold Coast Project

A Real Project Lesson from Kempinski Gold Coast, Accra

Coordination in construction is often discussed as a technical task, but in reality, it is a risk-management tool. Without proper coordination, even the best designs can turn into delays, redesigns, and frustration on site.

During my work on the Kempinski Gold Coast Building in Accra, Ghana, I experienced firsthand how poor or unclear coordination can multiply problems instead of solving them. This project became a real lesson in why coordination must be taken seriously—technically, contractually, and professionally.

Too Many Stakeholders, One Scope

The architectural scope alone involved multiple parties:

• The initial concept was developed by an American architectural firm.

• Our company, was responsible for developing the drawings.

• Page appointed a separate interior design subcontractor.

• Kempinski had its own standards and its own architect.

That makes four architectural parties working on the same scope.

In addition to that, the project included:

• Structural engineers

• Post-tension (PT) designers

• MEP engineers

• Façade subcontractors

Without strong coordination, conflicts were inevitable.

Coordination Is Also Self-Protection

As the engineer leading this part of the project, I quickly realized something important:

Coordination is not only about solving clashes—it is about protecting yourself as an engineer.

When responsibilities are not clearly defined, coordination naturally falls on the site or project engineer. Every architectural opinion came with design changes, and each change cost at least one week of redesign, reviews, and re-approval with other disciplines.

One Request, Many Consequences

At one stage, the Kempinski architect requested the addition of a new slab inside a double-height space.

This single request triggered a chain reaction:

• Structural analysis to verify if new columns could be introduced

• Coordination with the PT engineer

• Design changes including:

  • Two drop beams in the basement

  • Two new columns in the ground floor

  • Creation of a new technical floor

Once we moved to 3D modeling, another issue appeared:
The new slab interfered with the main entrance interior design.

As a result:

• Slab limits had to be modified

• Structural and PT calculations were repeated

• All drawings were re-coordinated again

The MEP Challenge

Adding the slab created two critical levels:

• One at 2.80 m

• One technical level at 2.50 m, which was insufficient

At this stage, MEP coordination became the main challenge:

• HVAC ducts

• Firefighting systems

• Electrical trays

• Plumbing networks

The final ceiling height depended entirely on MEP requirements.

After long coordination meetings, a major decision was made:

• The VRV ducted system was removed

• Split units were used instead

• The slab was left exposed, with no false ceiling

Technically and coordinationally, the solution worked—and it was approved.

When Coordination Is Ignored

After all this effort:

• The client was not satisfied with the final appearance

• Design changes were requested again

• The slab became visible in the ground floor and affected the interior concept

Even after execution, further changes were requested by the owner.

All previous work—design, coordination, approvals—had to be reconsidered.

The Core Lesson

The key takeaway from this experience is simple:

Coordination must be documented.

It is not enough to agree verbally or assume alignment.

Proper coordination requires:

• Written emails

• Approved and signed drawings

• Clear responsibilities

• Final decisions before construction starts

Because in construction, while variation orders (VOs) may bring additional payment, they almost always:

• Delay the project

• Increase pressure on site

• Drain time and energy

• Affect overall performance

In most cases, the money does not compensate for the loss.

Final Thought

Building is easy.
Changing what was already built is what destroys projects.

Coordination is the backbone of construction—almost 80% of your work depends on it.