CVE 5074 Leading Construction Operations

TEAM LEADERSHIP

PART IV – THE PROJECT TEAM

GUEST LECTURER: MIKE WILLIAMS

CEO, MHWILLIAMS CONSTRUCTION CO.

The Project Team-1

Behavior in a team environment Putting the team together Managing interactions of members Overcoming obstacles & conflicts Relations with the client

Expectations of New Employees

Factors considered in hiring Training & orientation of new hires What new hires should know Typical jobs for new hires Mentoring Employee development Your first job… making a good start

Construction Workers

Nature of construction workers Keys to motivation Obtaining quality products Trust them or supervise them?

1. Will they cut corners?

2. Will they follow the P&S?

Managing cost & quality Are subs different?

Managing Risk in Construction

Selecting jobs to pursue Developing accurate bid estimates Fluctuations in materials & labor What should new hires know about risk

management? Do new hires participate?

Advise to Future Designers

Get some field experience Visit sites during construction Make allowances… materials not perfect Don’t push to the limits of design Check equipment sizing & connections Don’t rely on old drawings Look behind the walls & ceilings Get to know the builder(s)

Communications

Role of clear communications Clear goals & objectives Methods to get the word out Barriers to good communications Signs communications are faulty Getting accurate feedback Correcting errors

Mike’s advice to new CE Move around to gain experience Try project mgt, estimating, admin Get to know Arch, structures, MEP Subs & vendors; how they perform Show up early, be first on the job Dress slightly better than norm Be friendly but not too social Ask for new tasks when done; be aggressive

about taking responsibility Designers need field experience to be good

The Project Team-2

Controlling the team Ensuring quality products Correcting technical problems Judging team performance

Controlling the Team

Have good, clearly defined goals Meet weekly, good for accountability,

maintaining contact, team dynamics Be sure the team agrees on issues Monitor all work closely

Lo-motivation workers = constantly Hi-motivation = use controls

Read: “Good to Great” which emphasizes getting the right people for the job they’re best suited for.

Managing sub-contractors

Typically have many subs Try to limit the number Have a screening process

Skills, reliability, quality, experience Remember they’re still the low bidder!

Client relations

Know what you’re talking about Walk the owner thru the plans Listen to the client to understand their goals and

perceptions Keep the client informed; especially on problems,

the sooner the better Be sure to present solutions along with the

problem statement!

Quality in construction

Be sure you have the right team Weak member – replace quickly! Tech problems – get expert, look at options, cover

all bases, including schedule & cost Solve quickly and correctly – technical errors are

compounded with time & stages

Judging team performance

Monitor your goals & objectives Check the schedule frequently Look for changes Monitor submittal logs; on time? Use metrics; go in closer if metrics are bad Manage by exception

Criteria for hiring new CE

1. Education – Engr & Mgt skills

2. Summer jobs – experience; esp. field experience; work for different subs, understand how building goes up

3. Organizations – what’s in the resume; work for civic groups, charity; well rounded may make the difference

4. Watch the details; attitude, confident but not cocky, spelling!

Training & Development Expect 90% OJT Periodic reviews – every 6 months

Talks to team members; arch, engrs Talks to clients, owners, inspectors

No formal mentoring program Learn by asking (not 3x!) Be observant, keep notes, show interest Typical jobs

#1-field – nuts & bolts, it’s essential!#2-office – RFIs, meetings, on the job and look, ask,

learn Use initiative on continuing education – show an interest

to learn and develop

Construction workers

Subs are understaffed & busy… monitor their performance always!

Don’t expect too much quality; need to state your quality goals clearly at beginning

Subs not well trained, learn on the job, could be on your job!

Motivate them with contact, get feedback, talk to them, recognize them!

Don’t take their word, go look, see and touch, compare with specs. Don’t accept sloppy work.

Subs will follow your lead, let them know you’re watching and expect high quality, then check constantly!

Quality products

Checking is the only way GC is in control and responsible Set a “quality tone” from the start Start the punch list on day 1 Communicate your intentions, your

standards and your goals!