I Showed Up For Work Today

“Half the battle is just showing up.”  -Stephen Hawking

If half the battle is just showing up, then what is the other half?  

I was recently asked to assist a contractor who was behind schedule on a large project.  They couldn’t seem to get production “flowing.” Although they were expending much effort, the delays were mounting to the point where the owner considered terminating the contract.  Before taking on the project, I made a site visit to see for myself.  During my visit, I was surprised to see the contractor was behind schedule because it seemed to be a great job that most contractors and crews would envy:

  • The physical work is straightforward and repetitive but still challenging enough to spark creativity.

  • The job site is quiet with open space (ie. not in traffic, not a downtown high-rise).      

  • The owner is forgiving and wants to help the contractor succeed.

  • The contractor’s supervision team was engaged and wanting to deliver a good project.

So, what’s holding this project back?  Digging into the technical details, I did find room for improvement:

  1. Errors in following the layout measurements in the early phases were creating time-consuming rework in the latter phases.

  2. Members of the crew were assigned to fairly technical tasks where they had no prior training.

  3. There were few “tricks of the trade” being utilized to speed up the work.

  4. The foremen were overwhelmed chasing re-work and had little time to plan for upcoming work.

  5. The crew seemed to run into problems head-on instead of planning to avoid problems.

While challenging, these issues were not insurmountable.  Surely, I could be a fresh set of eyes and help clear the path and get this job moving.  I got hired to help.  

My initial approach was to be respectful of the foremen, let them run the job but get out in front of them, clear hurdles, avoid errors, and help them plan. After a few weeks on the job, things were better, but the project still needed to make-up for lost days. My approach was helping but it wasn’t enough.  

It finally occurred to me that my early assessment of the project missed one critical issue:  The crew just wasn’t coming to work. Sometimes, literally not showing up, other times showing up but barely paying attention. Each day, the foremen told me “We’re doing the best we can with what we’ve got.” Each day’s production was almost unpredictable and mostly dependent on how many people came to work that day and what particular skills they brought with them.  Call-outs will occur, but this was ridiculous. No matter what I said or did to help move production along, it didn’t matter if no one was there to listen.  

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My quick reaction, mostly out of frustration, was simply to fire everyone and hire a new crew. But who are we going to hire? Qualified, motivated employees aren’t waiting around for us to call with a job offer.  I needed to change my tactics, dig deeper and figure out how to get the crew to want to show up. Based on the number of un-paid call-out days the crew had accumulated, earning a day’s pay wasn’t enough incentive.

I turned to a good friend, Shawn Hawkins, who was an officer in the Army for over 20 years, leading soldiers in their work and who now runs his own trucking and construction business, Hamma Down Enterprises. His advice was to give the crew more responsibility. Huh? How could I give people who didn’t seem interested in the work, let alone show up for work at times, more responsibility? My friend went on to explain that a few key people need to be designated as squad leaders (borrowed from the Army’s methodology). Those leaders need a small group of personnel around them around who can learn the specialized skills of that squad, be directed in the work, and who feel accountable to their leader to perform it. More broadly, everyone needs a purpose, to know their place on the job and know that their work matters.  

I assured my friend that I would give this approach a try. When I hung up the phone I was kicking myself for not seeing this opportunity sooner. I guess I figured knowing what is expected of you should be obvious after a day or two on the job. After all, I know my plan, my reason for being there each day, but why did I assume everyone else has this same confidence? A deeper question I need to ask myself, and one that I should consider each day, is am I leading the work and the people who perform it? What my friend was challenging me to do and in-turn challenge others to do was lead, not just manage and certainly not just show up. By leading, I would teach others to lead.  After you show up, the other half of the battle, especially for those of us trusted to be in charge, is to lead.    

In my next blog post, I’ll share how we are doing.

Mission Critical Operations (MC-Ops) is a team of veteran construction managers who help small contractors stop losing money on their projects. Our customers do great work but they need help running their projects. We assist with field operations and help prepare, organize and disperse critical project documentation. Our work enables our contractors to build the job right the first time and get paid for both contract work as well as changes, delays and unforeseen conditions that are forced upon them by the owner or other contractors. 

MC-Ops is often retained when their customers are short staffed in headcount and/or skill sets and when their projects are falling behind in schedule, quality and cost performance. MC-Ops provides its customers full-time support at the cost of a part-time employee. 


 

How to STOP Losing Money on Changes and Delays

Over the last few weeks, I’ve had the chance to talk with both long-time friends in the industry and some potential new clients. These are small contractors with their lives and personal finances tied up in their businesses.  By small, I mean they are not the mega contractors who have armies of trailer dwelling managers and project engineers. These contractors self-perform much of their work and while their staffs may be small, they do critically important work like renovating schools and military barracks, re-building local roads and replacing old water lines in neighborhoods.  They are often the subs for the mega contractors and actually DO the physical work – not just manage it.

As I talk with these folks, some common themes become clear. Some are good:

  1. Work is plentiful these days.

  2. Contractors are more selective, trying to pursue only work that best suits their skills.

Other themes are worrisome:

  1. Contractors can’t find good help to work in the trades nor in their management ranks.

  2. They are waiting 60-120 days to get paid.

  3. Contract terms from the owner and GC are forever pushing greater risk upon the smaller contractors.

  4. They can barely keep up doing the base contract work, let alone chase payment for changes and delays in a timely manner (those contract terms in #3 above don’t give you much chance).

Among those worrisome themes, #1, #2 and #3 are difficult realities of the construction industry and they are hard, if not impossible, for small contractors to change on their own. However, #4 frustrates me because what it really means is these contractors are losing money! Collecting payments for changes and delays caused by others should be an easy grab but that’s not always the case for the small contractor.  

For a small contractor, catching opportunities to get paid for changes and delays is tough because small contractors don’t have the staff or systems to capture, quantify and communicate these events in a timely manner to the owner or general contractor. Most contract terms dictate that changes in conditions or scope are to be communicated almost immediately and then work must continue (at the subs’ risk). However, many small contractors staff their jobs with only a Foremen or Superintendent who, rightfully so, spends most of their time on the ground overseeing work – not in the trailer sending emails and photos around.  

The small contractors focus mostly on just staying out of trouble on the base contract (such as avoiding delays to the critical path schedule) and I can’t blame them. When given the choice of organizing crews for over-time to ensure we hit a schedule date or trying to get paid for rental pumps to address unforeseen ground water, I would make sure I organize the overtime first and hit my schedule date. Chasing site photos or invoices for water pumps falls off the list.

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But why should small contractors have to choose between a rock (hitting schedule dates) and a hard place (forgoing payment for changes and delays)?  Not having the staff or system to capture payment for these events doesn’t have to be the problem – here’s how we’re going to help.

Mission Critical Operations is launching a new service called “STOP LOSING MONEY!” and its purpose is to help you, the small contractor get paid for changes and delays on your projects.  

To help our contractors STOP LOSING MONEY!, we provide you two services:

  1. Extra Staff: We assign a dedicated Project Engineer to support the customer’s field staff making sure project changes and delays are captured, quantified and communicated in accordance with the contract terms. The Project Engineer provides full time attention to the customer’s field staff, but at a part-time cost thus avoiding the costs and burdens of hiring a full-time employee. We follow-up and chase down owners and GC’s to make sure they follow their own rules compensating our contractors fairly and equitably for changes and delays.
     

  2. Project Management System: We have partnered with PROCORE, the most widely used construction management software tool, to prepare, organize, and disperse all project documentation in an online, secure, 24/7 accessible system – at NO ADDITIONAL COST and WITHOUT OUR CUSTOMERS HAVING TO BUY A LICENSE.  PROCORE gives us the tools to instantly capture, quantify and communicate changes and delays to the GC, owner and design professionals. Claiming to not have received communication about a change or delay in accordance with contract terms is no longer an excuse not to pay.      

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 See our website and posts on Linked In and Facebook for more details.

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 Mission Critical Operations (MC-Ops) is a team of veteran construction managers who help small contractors stop losing money on their projects. Our customers do great work but they need help running the administrative side of their projects. We help prepare, organize and disperse critical project documentation ensuring its current and readily accessible. This enables our contractors to get paid for both in-scope work as well as changes, delays and unforeseen conditions that are forced upon them by the owner or other contractors. 

MC-Ops is often retained when their customers are short staffed in headcount and/or skill sets and when their projects are falling behind in schedule, quality and cost performance. MC-Ops provides its customers full-time support at the cost of a part-time employee. 

Superintendents – An Introduction to the Most Important Person on the Project 

In the last few posts, I talked about getting the scope of work clear upfront to ensure all parties on a project know what to expect from each other.  Knowing what to expect builds trust among the project team.  With the scope of work clear and contracts signed, you're ready to go to work.  Who do you hand the ball to?  The Superintendent.

On the ground, there is no one more important person than the Superintendent in executing a successful project.  From pre-construction planning until the final inspection and turn-over, the Superintendent is the linchpin of the project.  They see, hear, and even feel all that occurs on the job site and use this knowledge to ensure the workers and nearby public stay safe, the job is built in accordance with the drawings and specs and is built either on or faster than scheduled.  All the while, the Superintendent is all too aware that the project is supposed to earn a profit for the company.   

The Superintendent must be visionary – to see what is shown on paper and figure out how to get it built in the face of dozens of forces working against them, such as: material delays, weather problems, labor shortages, contractual disputes, environmental procedures, and budgetary limitations.  

The role of the Superintendent is not an easy one and few truly understand what it entails. Even fewer want the job when they realize the heavy responsibility Superintendents carry. If you are an aspiring foreman or tradesperson thinking about career advancement, you've watched the Superintendent walk the project with a phone stuck to their ear most of the day. At first glance it seems like an easy gig, until you realize the person on the other end of that phone isn’t happy about something and expects the Superintendent to fix it - now – which only adds to a long list of others problems that day.  You'll quickly learn that everyone on the jobsite who has a problem looks to the superintendent for a decision.

Superintendents are charged with making decisions all day, some are seemingly routine like scheduling material deliveries or work crews for their various tasks.  Some decisions aren’t so routine and require both a calm demeanor, and an ability to problems solve quickly. Every day Superintendents face seemingly impossible situations such as:

  • The last concrete truck in a 50-yard slab pour is already on the road, but is stuck in traffic.  The forecast was for clouds, but the sun is out.  The crew is on overtime.  The specs don’t allow the truck to discharge after ninety minutes nor having any cold joints in the slab.

  • An unmarked but potentially live gas line is discovered at the same location as the tap for a new water service.  The gas company can’t get there for an hour, traffic is building and the permitted time for the street closure is almost up.

  • When setting a new electrical transformer, a critical path activity that just had to get done today, the foreman doesn’t show up for work.

Despite the burdens, I believe serving in the role of Superintendent is an absolute must for anyone looking to advance in the industry.  I am blessed to have served in this role on many projects and still fill-in for my clients when I see the need.  It is where I truly learned job site operations and where all my skills were tested to actually build something instead of just sending emails about what will get built.      

In the next few posts, I will explore this role further including guest contributions from top-notch Superintendents who are working out there today.  Upcoming topics will include:

  • What skills do Superintendents most need

  • What are Superintendents’ most common mistakes and how to avoid them

  • How best should we support our Superintendents to enable their success  

  • Where will we find and recruit our future Superintendents

Mission Critical Operations (MC Ops) is a construction management & advisory consultancy focused on improving quality, schedule and financial performance on high-profile and potentially contentious projects throughout the nation.  
 

 

Create A Clear Scope of Work to Avoid Problems Later

The Scope of Work in any contract is the foundation on which the contract is built. The Scope of Work (SOW) describes what one party is to do for another. When understood with clarity, the parties to a contract can, at least conceivably, work together to complete the project.

But too often our perceived expectations of what we are to do for another party or they will do for us go under-fulfilled or prove to be simply false. Like land surveying errors, I will call these “busts” in expectations. Here are a few examples from my recent projects where two or more parties are at odds over busts and subsequently, who is responsible to resolve (and pay for) the solution:

  1. On a design/build project, the Limit of Disturbance for a site was drawn based on a site-walk with the end-user/tenant, contractor and design engineer but the owner believed the limit included the entire site and wants the contractor to work the enlarged area at no additional cost.

  2. A line striping subcontractor parked its truck in the general contractor’s yard and let the water storage tank drain overnight on to the ground (clean, potable water). The property owner’s environmental inspector cited the general contractor for violation of the discharge permit for dumping chlorinated water.

  3. A water tank contractor excludes all piping from its contract and specifies that other trades are not permitted to fasten anything to the tank for fear of causing a leak. The mechanical contractor needs pipe brackets attached to the tank to hang pipe. The general contractor doesn’t know who is responsible for labor, materials and risk of a leak.

  4. The property owner directed the general contractor to have workers park their personal vehicles on an unpaved lot next to the site. When it rains, the vehicle traffic from the lot tracks mud on to the paved roads. The owner expects the general contractor to pay for street sweeping services.

It’s easy to point the finger and say busts in the SOW are created by either poor contract administration, poor site management or failure to enforce standard contract terms. However, when I encountered each example, I checked back and read thru the contract to determine who might be responsible. In each case, I couldn’t find clear direction in the text. The disputes started with busts in the SOW, not the performance of those running the project.  

How do we flush out these busts and establish a very clear SOW before the work starts? The formal answer is we “de-scope” each other. What this means in practice is we literally question everything possibly related to the work and document the answers in terms of inclusions (what we will do) and exclusions (what we won’t do) for the other parties in the contract. For example, let’s say you’re an excavation contractor working for a GC on a tight access, city building project. Here are SOW questions the parties should be asking to seek out the busts:

  1. Is the excavation measurable from the drawings and how will it be measured to verify complete? Same question for fill imported to the site.

  2. Who will verify if soils, destined to be fill elsewhere, are unsuitable during the excavation and again at the bottom / foundation elevation?

  3. If soils are unsuitable and over-excavation is required, how will it be measured and paid (unit price, T&M, lump sum)? Who will measure and verify quantities?

  4. Who will perform material testing and what are the required tests?

  5. Who is responsible if ground water is encountered? Who will install the pumps?  Who will maintain the pumps?  Where will the water be discharged?  

  6. What about environmental issues such as polluted soil or ground water? Who is responsible to identify, test and resolve?

  7. What if rock is encountered? What is rock – solid bedrock or over-size boulders?

  8. What are the site working hours? Are there noise or light restrictions?

  9. Where will workers park their vehicles?

  10. Who is responsible to clean the streets from truck traffic, whether this contractor’s traffic or others’?

  11. Is there site-specific safety training or security checks that workers must complete?

  12. Who will maintain site access roads and to what frequency and specifications?

  13. Who will provide flagging service for traffic in/out of the site?

questions

As you can imagine, there are dozens more questions to be answered. Feel free to reply with your ideas and I’ll post the lists as templates for others to use. If it isn’t already, seeking out the busts and noting them as inclusions or exclusions ought to be a best practice before any of us sign a contract.

Mission Critical Operations (MC Ops) is a construction management & advisory consultancy focused on improving quality, schedule and financial performance on high-profile and potentially contentious projects throughout the nation.  

The Answer to Why We Fight - Understanding Trust and Expectations on the Jobsite

In my last post, I questioned why construction projects cause so much fighting and suggested that to ease the fighting, we (the project team) must first learn to trust each other.  My idea was that if we could build more trust among the team members, projects might get done a little faster, become more profitable and hopefully less stressful. What does it take for team members to trust each other? Several factors come into play. Team members should at least get along amicably, enjoy (ok, tolerate) each other’s company and feel assured others aren’t purposefully trying to undermine our success.   

I get along with most of my project teams (and I assume here most others would say the same) and by my definition, can therefore trust them.  If this is true, then why is there still so much fighting? Thinking deeper about some of my recent projects, the root cause of the fighting wasn’t that our teams didn’t trust each other and couldn’t get along – in hindsight, these were only outcomes of a greater problem.  

The greater problem was that we routinely created false expectations in our minds of what the other parties were going to do for us on a project. Those expectations are derived in our minds from what seemed to be a very clear Scope of Work on paper. I suggest today that most of us don’t fully vet the scopes of work (SOW) that exist between us and we don’t ensure that each party understands what they should and (almost more importantly) should not expect from another party.

Of all pages in a package of contract documents, the SOW is likely the most important. However, the SOW can’t simply be defined by just what’s shown in the drawings, specifications and boiler plate contract. Yes, we are responsible for our own means and methods, but the SOW needs to spell out what the parties expect from one another to achieve the product depicted in those drawings and specifications.      

How do you state what is included and excluded from your SOW without writing 50 pages of details that ought to be obvious while also clarifying the not so obvious? For example, if you’re an excavation contractor, you obviously don’t have drywall in your SOW, but you might have the responsibility to maintain the access road so drywall deliveries can get to the building.

To get us thinking about learning to write a better SOW, let’s consider a simple example that’s literally close to home:

It’s the first week of spring and you, a homeowner with a busy family, want to hire a company to cut your grass.  You call a small landscaper (Company X) who was referred to you by a trusted coworker who says “Company X is great, they’ll handle everything!”

The Company X Rep meets you at your house, looks at the yard from the driveway, asks how much land you have and how often you want the grass cut. The Rep sends you a proposal with a signature line at the bottom for your approval:                                                                          Cut grass once per week, 0.5 acre, $40 per cut

You hire Company X and schedule the first cut.  Here’s what each party EXPECTS from this transaction:

  1. The Homeowner: The crew won’t show up until after the adults leave for work and kids go to school, the grass will be cut in neat patterns (for that golf course look), all the flowerbed edges will be trimmed clean, old sticks will be picked up and hauled away, the patio will be swept, and the doors and windows can be left open for fresh air after a long winter.

  2. The Company X Foreman: Able to park the truck and trailer in driveway or in the street in front of house, no noise restrictions, no obstructions or debris in the yard, all edges intersect at 90 deg angles to make it easy for mowers to follow their pattern, the crew can finish in 30 minutes or less as prescribed by the boss.

  3. The Company X Owner (the boss): The crew will cut the grass without delay, do a quick clean up because neatness counts and leave on time for the next property. There was no edging included in the price so 30 minutes should be enough time. Full payment will arrive on time.

Here’s what actually HAPPENED:

The Foreman arrives to find cars in the driveway because everyone is still home, there’s not enough space on the street for the truck and trailer, fallen sticks are everywhere leftover from winter, there is a maze of flowerbeds with twists and turns in the back yard and the garden hose is strung out across the front yard. The crew parks the truck and trailer two houses down the street and drives their mowers to the customer’s house.

Despite the company rule stating not to touch customers’ personal property for fear of liabilities, the Foreman drags the hose on to the front porch in a tangled pile and in the process, the hose scalps the newly sprouted spring flowers in the adjacent beds.  

The mower operators start their work and while cutting the grass, chop up all the sticks. Because the grass is still wet from morning dew, the operators drive the mowers repeatedly over the same areas to grind up wet clumps of grass so none are visible. This process creates erratic patterns of ruts in the soft soil.

The homeowner, hearing the noise, comes outside to complain that the youngest children are still sleeping, tells the Foreman to turn off the mowers and wait about fifteen minutes before re-starting.

Once re-started, the operators can’t fit their large deck mowers among all the twists and turns of the flowerbeds so they take some wide turns, missing sections of grass and then must back into the flowerbeds to get the deck over the missed sections. Using large leaf blowers that spew exhaust, the crew cleans the grass clippings off the patio not realizing that although the screen door is shut, the interior glass door is open. The job sheet says nothing about trimming so the crew loads up and departs for the next property, about fifteen minutes late.

After dropping the kids off at the school bus stop, you return home to find the crew gone and your neighbor in the driveway demanding that your contractors “respect the designated quiet times and not park their big trucks in front of my house!” On the way to the front door, you barely avoid tripping over the hose, observe thousands of little sticks laying in ruts in the yard and your new spring flowers are bent over and missing their blooms. You head inside and notice a haze of dust on the furniture and the room smells like gasoline for some reason. Looking out the back window, you notice the flower beds have big tire tracks along the edges and the edges weren’t trimmed. You’ve just decided you’ll be looking for a new landscaper and won’t be paying for this lousy job.

Has this scenario ever played out on your projects? My guess is it has and the stakes were much higher than a $40 cut and a cranky neighbor. On the next post, I’ll discuss how to be more clear about our scopes of work and avoid what is likely the greatest cause of our fighting.

Mission Critical Operations (MC Ops) is a construction management & advisory consultancy focused on improving quality, schedule and financial performance on high-profile and potentially contentious projects throughout the nation.  
 

Why Must We Fight, Dear? A Look Into Conflict On Our Projects and How To Stop The Fighting

In social settings, whether business or personal, we meet new people. A common conversation starter is to ask what the other person does for a living. When I get asked this question, I say “I work in construction." The other person will often press a little further and ask “so what does that mean?” I have some generic answers like “I manage projects” or “I help contractors with their projects." Sometimes, I offer a more descriptive answer like “Right now, I am scheduling work for an airport runway project” or “I am overseeing work for a building foundation." However, recently my frustration has gotten the best of me and I simply answer “I fight."

The inevitable next question I get is: “What do you mean – fight?”  

The answers are many:

  1. Contractors fight with owners over interpretation of the contract terms and scope of work, mostly AFTER they both sign it attesting that they understand its contents.

  2. This leads to owners fighting with their engineers and architects over why the contractor is misinterpreting the drawings.

  3. To cover themselves, engineers fight with contractors to enforce specifications because they perceive the contractor to be skipping important details.

  4. During all this office fighting, superintendents and their crews fight unforeseen conditions, weather, labor shortages (both in skill sets and headcount) and impossible schedules.

  5. All parties fight over money – how much should some material or service cost, how much should be paid to those who provide it, when should it be paid (if ever) and what should be withheld (a result of some other fight).    

  6. When we can longer fight for ourselves, we pay lawyers and experts to fight for us.

Photo credit: vladacanon/Shotshop.com

Photo credit: vladacanon/Shotshop.com

This list is not intended to offend or cast blame among any of our friends in the business, whether contractor, engineer, owner or lawyer.  We all play a necessary role in our projects. However, if you ask anyone on a project what they enjoy most about their work, I am certain that fighting isn’t on the list. Most people just want to get the job done well and move on to the next one.  

So, how do we stop fighting and get the job done? Two examples of the solution come to mind:

  1. I’ve recently been working with a claims expert on a client’s project and he offered some advice: “Begin every project as if you are going to court.” I agree, but this often gets interpreted as documenting every possible nuance and variance we walk past that could be used either to make a claim against or defend a claim from another party. While documenting work is a good practice on many levels, I think it might promote more fighting than it prevents all the while sucking time away from actually leading the project.  

  2. On the flip side, I attended a conference on improving field productivity where a fellow attendee and contractor posed this question to the group: “When are we going to get back to doing work on a hand-shake and stop throwing paper at each other?” While I am an optimist, I am not naive enough to think that we don’t need contracts and the occasional support of lawyers and experts.  

Photo credit: Pixabay.com

Photo credit: Pixabay.com

Perhaps the solution is a blend of agreeing as professionals, first, how we will work together and second, documenting how we’re going to do that.  This first step is really about trust while the second step is so we don’t forget.  Any successful relationship is based on the trust that each party, while rightfully guarding their own agenda, does have the other’s best interests in mind.  It seems the first step is often skipped or quickly forgotten when projects drift off course.

At this point in time, our industry desperately needs people who can work together, especially considering the challenge of just finding enough people to do the work.

In a future posts, I will be exploring methods on how to learn to work together and build trust between parties. Your ideas and comments are welcome.

Mission Critical Operations (MC Ops) is a construction management & advisory consultancy focused on improving quality, schedule and financial performance on high-profile and potentially contentious projects throughout the nation.  
 

 

Welcome to Mission Critical, an Introduction by Jeff Shannon, Director and Project Specialist

Welcome to the blog of Mission Critical Operations (MC Ops), written by Jeff Shannon, Director & Project Specialist.  MC Ops is a construction management & advisory consultancy focused on high-profile and potentially contentious projects throughout the United States.  We solve problems in the execution of construction, engineering and capital projects.

MC Ops provides three key services for its clients:

1. RESEARCH problems in the performance of both field and administrative work. 
2. REINFORCE project teams as needed for gaps in management, quality control and field engineering staff.
3. RECOVER the work back to schedule, financial and quality standards.
 

MC Ops is often retained to work closely with ground-level project staff to unravel problems in schedule, quality and cost functions and return the project to its client’s performance standards.  Their hard-nosed, yet diplomatic approach has both mitigated and prevented problems, saving time and money for the client and other stakeholders.     

This blog and our firm were established because we love the construction industry and the people who bravely choose to work in it. I say “bravely” because although our industry is a critical part of the world’s economy, safety and daily lives, it is a terribly frustrating place to work and fewer and fewer people seek it as a career path.   Our firm works to solve the problems that cause that frustration.  

Interestingly, much of what causes our frustration is not from factors we cannot control, but rather from purposeful decisions and expectations that we invoke on each other, creating conflict project owners, engineers, architects, planners, contractors, subcontractors, inspectors, accountants, lawyers and government agencies.

My blog will explore the root causes of this frustration and conflict. The blog will share ideas and seek ideas on how to run our projects, find ways to work together and find greater satisfaction in our work.  

Some upcoming blog topics include:

  • The Role of a Superintendent – What it Must Be and What it Can’t Be

  • Specifications – Rules No One Intends to Follow

  • Headline: President of Small Contractor Gets Demoted to Project Manager – Trying to Win the Battle While He Loses the War

We will share our learnings, straight from the job sites, in plain language and with real examples that tell the story so our followers can relate. We will facilitate learning between us and ask others, our followers, to share their experiences as they work hard to lead their projects to completion.

Thanks for reading.  We look forward to hearing from you.