Tips for Managing Large-Scale Construction Projects

As someone who has managed large institutional projects, I've learned a few valuable tips along the way that have proven instrumental in ensuring success. First and foremost, thorough planning is paramount. Take the time to develop a comprehensive project plan that outlines clear objectives, milestones, timelines, and responsibilities. Engage stakeholders early on to gather input and ensure alignment with organizational goals. Communication is another key factor in the success of large institutional projects. Establish regular channels of communication with stakeholders at all levels, keeping them informed of progress, challenges, and decisions. Transparency and open dialogue foster trust and collaboration, enabling teams to overcome obstacles and stay focused on achieving project goals. Additionally, effective risk management is essential when undertaking large institutional projects. Anticipate potential risks and develop contingency plans to mitigate them. Regularly monitor and assess risks throughout the project lifecycle, adjusting strategies as needed to address emerging challenges and uncertainties. Finally, celebrate milestones and recognize achievements along the way. Acknowledge the hard work and dedication of team members, and take the time to celebrate successes, both big and small. Positive reinforcement boosts morale, motivates teams, and reinforces a sense of accomplishment, driving momentum towards project completion. By following these tips and leveraging best practices in project management, large institutional projects can be successfully executed, delivering value and driving positive outcomes for the organization and its stakeholders. #Construction #Trends #TeamMembers #Communication #Collaboration #Innovation

The top reason why most construction projects fail... The team started wrong and didn't have a strategy, to begin with. The first 6 months are the most critical. You should have all your submittals planned if not already submitted. Have all your subcontracts been negotiated and signed? Public projects may require you to submit subcontractors for approval by the agency. Have your contract contingent on approval. Have a spreadsheet with all your costs broken down (crew sizes, productions, equipment needed, etc..), so that when the project speeds up, you're not wasting time trying to figure out budgets. Get all or as many purchase orders complete. Lock in prices early so you're not fighting inflation which is a battle you won't win. If you have yard space, are you able to purchase and deliver some high-ticket long lead items in advance or negotiate to have the supplier keep them in their yard? This requires proper cost analysis because storage comes with a cost but may still be cheaper, especially if this allows you to not have to worry about a lack of materials when you need them or long lead times. Don't just over-order material without having a good reason! Discuss your scheduled critical path items with your team daily and make sure your critical items are being prioritized. Have project-specific checklists for each operation (excavation, utility install, concrete pours, etc..) so no one has an excuse for why a piece of equipment or tool wasn't on the project when it was supposed to be. Check for ways to value engineer the project so you can cut costs and schedule. Don't assume the engineers had every detail figured out. You're physically on the job now, so see if you can build it better. #construction #projectmanagement #proaccel #projectcontrols #costcontrol #scheduling

In the construction world, success hinges on meticulous planning and adherence to project plans and specifications. As a construction superintendent, managing risk while following these blueprints is essential for project success. Here are the key things to focus on can that can help you manage risk as a Superintendent. -      Review Plans and Specs Thoroughly: To start, carefully examine the project plans and specifications. Understand the requirements.   -      Prioritize Safety: Think about how the plans affect safety on the site. Make preparations for safety measures ahead of needing them.   -      Identify Potential Risks: Look for problems or questions in the plans. Highlight areas of concern to work through before they become problems.   -      Seek Clarifications: If you find mistakes or things you don't understand, ask the architects or engineers. Document these clarifications and if needed submit RFI’s.   -      Manage expectations: Meet with your subcontractors ahead of their mobilization. Review their scope and discuss the requirements.   -      Quality Control is Key: Make sure the work matches the plans by setting up a strong quality control system. Regular checks are important to confirm everything is going as planned.   -      Document Changes: If you need to make changes because of unexpected issues, keep good records. This includes schedules, plans, details, change orders and approvals.   -      Maintain Clear Communication: Keep talking with your project team and subcontractors. Everyone should know what's expected and be working in tandem.   -      Thorough Record-Keeping: Keep detailed records of the project, like daily reports, change orders, and meeting notes. Good documentation can be critical to success.   -      Legal and Contractual Awareness: Make sure you understand your contractual obligations. Make sure you're doing everything the contract says about the plans and specs.   -      Report Issues Timely: You have a small window of opportunity to hold people accountable especially for damages. Be proactive by documenting these issues and reporting them in a timely manner.   -      Transparent Reporting: If you run into big risks, issues, or changes, tell the higher-ups or project owners right away. Being open and honest is the key to good risk management. By following these steps and taking proactive measures to address potential risks or deviations from plans and specifications, you can guide your construction project to success while reducing the chances of costly disputes and delays.   Follow me and together let’s find ways to achieve more success. Innovate. Adapt. Overcome. #construction #leadership #success

***THE SCHEDULE*** One of our customer’s most significant challenges since the pandemic is the ‘fading schedule.’ In the past three + years, the built world has changed: labor, contracts, manufacturing, material supply, equipment, and technology. Meeting on-time construction is a reputational imperative and should be a pact between GC and the customer. Here are six surefire ways to control your schedule in a new era of construction. 1. Early subcontractor involvement. In the same way, the customer benefits from early contractor involvement “GC”; subs need to begin their partnership with the project management team as soon as possible. The days of only sending an initial project schedule upfront with the contract are over. The GC will gain from productivity flow and sequencing from the subs, and the sub will gain from the understanding of the constraints the owner desires from the GC. 2. Pull planning. You want to be ‘lean,’ which requires maximum effort and resources at certain gates or touch points of the project. Subs should sit with other subs and learn from each other. Sequencing means & methods discussions and productivity conversations will allow the GC to mold the team and build trust with their CPM schedule. If the project gains trust, transparency, and innovation, it will happen here. 3. Weekly 1W, 3W, and 6W ‘look ahead’ planning. The 80:20 rule is in effect, and each week, the project will undoubtedly change - this is project management. When subs hear other subs discuss changes to procurement schedule “long-lead” items, they gain perspective. When the GC calls an audible like a QB in football, adjacent subs should understand the change to schedule, phase, constraint, production, or owner needs. Subs desire to be nimble, but the entire team must work in ample coordination. 4. Proper survey, pre-testing, and mobilization. How often does the project begin with an unforeseen condition after the entire GC and sub-team have been mobilized? At this point, with technology, unforeseen conditions are ‘known conditions’ that are improperly documented. Get all ‘as-built’ CAD, environmental testing reports, warranty expirations, and known O&M deficiencies before starting the work. Just one of these considerations can stop the job for a day or even weeks. 5. Virtual Management: 3D, 5D, 7D time modeling, BIM clash detection, VR headsets to view means & methods modeling and site lay down, and utilization. We can begin to coordinate without the entire team physically present. Prefabricated material assemblies. Losing float fast? Look to warehouse pre-assembly. Look to reduce manufacturing timelines with just-in-time smaller lots of materials as they are built. Us advance payment, and increased payment methodologies to get material as high priority ahead of others. Teach them well… #constructiontitan ✶🦬✶🦬 #schedule #construction #cpm #prefabrication #architects #engineers #projectmanagement #superintendents #generalcontracting

“11 % of major global projects are at risk of delay or cancellation … ” An recent Andy Day MRICS, MAIQS, CQS post highlights familiar culprits: poor early planning, contractual disputes, underestimated complexity and workforce gaps. As professionals who live and breathe risk management, we recognise another underlying issue: Success in a $1 B+ programme can’t be judged by a single deterministic date or price tag. Costs WILL change. That is the only deterministic assumption we can have. Mega-projects operate in a landscape of shifting scope, evolving regulations and strategic realignments. Pretending we can “lock-in” certainty up-front creates a false binary of on time/on budget = success versus any variance = failure. A more realistic, and taxpayer-focused, approach is to govern against risk-based ranges: Rethinking “success” for mega-projects 1. Value for Money, Not Just Variance Does the project still deliver the socio-economic return promised in the business case, even if the baseline shifts within an agreed tolerance? 2. Strategic Adaptability A governance model that anticipates complexity (scenario planning, stage-gates, agile funding tranches) enables proactive pivots rather than reactive firefighting. 3. Commercial Alignment Contracts that balance incentives and risk-sharing discourage disputes and keep the supply chain focused on total lifecycle value, not baseline preservation. 4. Transparent Confidence Intervals Reporting P-values (P50, P80) for cost and schedule gives decision-makers a probability-weighted view, protecting public funds without penalising prudent risk responses. The Project Cost Estimating Manual (PCEM), (Transport and Main Roads, Australia) seems to be a good approach. Build risk-adjusted contingency inside the authorised budget, released only via evidence-based change control. Use Last Planner, AWP or similar pull-based methods to couple the master schedule with field realities. Use Project Management Institute and AACE International best pratices to define costs, riscks and schedule will enhance the propability of success. Publish a “range-based scorecard” alongside the traditional S-curve—green if we stay within the confidence band, amber/red if we breach it and can’t justify the value gained. Delay or budget growth may be symptoms, not diagnoses. A mega-project can miss “Plan A” yet still succeed if it captures opportunity, mitigates emergent risk and safeguards long-term public value within a realistic corridor. How do you define success when uncertainty is the only constant? #MegaProjects #gigaprojects #RiskManagement #ProjectControls #projectmanagement #Infrastructure #contractmanagement

🚨 We have a $20 Billion opportunity on our hands. Here's the scoop from the FMI 2023 Labor Productivity Study: Even with our tech advancements in design, coordination, and management, our projects still depend heavily on people to install the work. FMI's data confirms an overall labor productivity decline. Nearly half (45%) of those asked said they're seeing less get done. Labor remains the largest, riskiest and most controllable cost that is directly tied to profitability. Out of the $30-$40 billion wasted in construction, there is $25 billion in potential labor savings through better management practices. In other words, productivity drives profitability. Crazy, right? Here's why: ▷ Not enough skilled workers. ▷ Poor planning. ▷ Poor communication. ▷ Poor collaboration. The biggest headache reported was not enough skilled workers. 93% said they couldn't find the workers they need, especially field leadership. 𝗕𝘂𝘁 𝘂𝗻𝗹𝗶𝗸𝗲 𝘁𝗵𝗲 𝗹𝗮𝗯𝗼𝗿 𝘀𝘂𝗽𝗽𝗹𝘆 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀, 𝘄𝗲 𝗵𝗮𝘃𝗲 𝗱𝗶𝗿𝗲𝗰𝘁 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 𝗼𝘃𝗲𝗿 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴, 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝘁𝗲𝗮𝗺𝘄𝗼𝗿𝗸. Here are my big takeaways to seize this opportunity: ▷ Value your people. Really listen to them. Make them feel heard. Balance being fun and getting things done. ▷ Prioritize planning over plans. A plan is just an artifact, where conversations are stored. Planning is where the magic happens. ▷ Plan 3 - 6 weeks out, covering every operational detail about materials, labor, equipment, access, and information. This cuts down the last minute emergency events by 80%. ▷ Be the leader your team needs. The one who thinks ahead, anticipate problems, and does what it takes to prevent them. ▷ Manage your Work-in-Process (WIP). Starting a whole bunch of work feels right, but it's wrong. Plan so you finish what you start. ▷ Bridge the gap between planning and doing. Get everyone involved early. In-depth, collaborative field and office planning prior to mobilization is one of the greatest influences on labor productivity. ▷ Treat construction like a team sport. Every partner has their own production system. Be aware and make sure they align. ▷ Set daily goals. Clear, daily targets for your teams lead to big wins. ▷ Keep an eye on costs. Without regular updates, field managers can't stay on budget for the remaining work. Takeaway: We're aiming for a new era of construction - The Era of Profitability. A single bad job can ruin a company. Using your biggest asset - your people - wisely means you'll keep winning. *** Is there an opportunity to improve the labor productivity on your projects? I'd love to hear from you in the comments below. 📌 For the full FMI report, check the pinned comment. Enjoy this post? Follow me, Kyle Nitchen, for more insights and subscribe to my newsletter, The Influential Project Manager, for in-depth discussions. #ConstructionIndustry #ConstructionManagement #LaborProductivity #Leadership

The biggest reason large scale projects fail? Stakeholder misalignment in vision and expectations. My favorite thing to do before any project: 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗰𝗮𝘀𝗲. This helps: — Set expectations — Create a paper trail — Record the why, the how, the who — Aligns everyone on scope and spend It doesn't have to be fancy. It doesn't have to be a 100-page word document. It can be as simple as 5 slides. 1. 𝗧𝗵𝗲 𝗚𝗼𝗮𝗹 𝗮𝗻𝗱 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 Include WHY you need it (foundational issues, old design, technical debt, etc). And the goal (create experiences to make users convert). 2. 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 Break down the steps at a high level. Something like: Contracts > Stakeholders > Requirements > Design > Development > Review > Launch 3. 𝗘𝘀𝘁𝗶𝗺𝗮𝘁𝗲𝗱 𝗧𝗶𝗺𝗲𝗹𝗶𝗻𝗲 Build in cushion for processes where multiple stakeholders are involved. Sample of a website redesign timeline provided. 4. 𝗥𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 𝗮𝗻𝗱 𝗕𝘂𝗱𝗴𝗲𝘁 Always provide a few options. This enables them to understand what CAN be accomplished for the level of investment. This makes it less of a binary decision (yes/no) and more of a "which option is best". 5. 𝗔𝗻𝘆 𝗦𝗽𝗲𝗰𝗶𝗮𝗹 𝗖𝗼𝗻𝘀𝗶𝗱𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 Any dependent technology, teams, or risks that could make the project switch paths and potential back-up plans. This holds everyone accountable in the process, especially when there are multiple stakeholders, partners, and pieces involved.