Project support cost in the UK
There is no useful project-support price without a clear picture of the work. Start with the recurring meetings, reports, documents and follow-up the team needs, then compare whether an employee, contractor or managed service is the right way to own it.
List the recurring work before comparing routes: meetings to prepare and minute, actions and decisions to chase, reports to assemble, registers to maintain, documents to issue and suppliers or stakeholders to follow up. Include the backlog and the points where a project manager or director currently has to step in. That shows whether the need is a full-time internal role, short-term specialist capacity or a managed output.
Salary and vacancy data can help you understand the market for a named internal role, but it does not define the cost of a different arrangement. Check that the location, sector, seniority, systems knowledge and on-site requirement match your need before treating a public figure as relevant. The sources below are reference points for roles, not managed-service pricing.
Official guidance: Indeed UK project administrator salary data; IT Jobs Watch project administrator vacancy data.
An employee is usually the right route when the organisation needs one person under its day-to-day direction, with a continuing internal role. A contractor can suit a time-bound gap or specialist requirement. A managed service suits repeatable project-office outputs that Attenta can supervise: for example meeting packs, action logs, reporting cycles, document registers and structured follow-up.
A managed-service quote changes with the agreed outputs: the meeting calendar, turnaround for minutes and actions, number of reports, document volume, registers to maintain, systems access, backlog, response expectations and any on-site requirement. Attenta agrees the scope in writing, quotes the service as a whole and remains responsible for supervising its delivery.
Send the meeting schedule, report calendar, current trackers and registers, a sample of typical documents, the current backlog, access constraints and any on-site need. Explain who approves work, where deadlines are fixed and what senior people still have to chase. That gives enough context to decide whether the work should be hired, contracted or delivered as a managed service.
Good fit
Boundaries
FAQ
A short working brief is enough to start: the work to be owned, calendar, systems, backlog, decision makers and response expectations. The final scope needs to be agreed in writing before a quote is issued.
The main factors are the output list, meeting and reporting frequency, document volume, current backlog, systems access, required response times and any on-site work. A material change to those requirements needs a revised scope.
A permanent hire is usually stronger when the organisation needs a person embedded full time, working under daily client direction or carrying a broad internal role that cannot be defined as supervised service outputs.
Yes. The scope can cover defined project-office outputs while an internal employee or contractor keeps the work that needs their authority, technical judgement or day-to-day presence.