Project Progress Reporting

How do you Monitor Subcontractor Productivity?

If any part of executing on your projects includes hiring subcontractors to perform work for you, I’m sure you’ve run into many situations where you question whether or not some of them are any good. So, how do you measure that? How can you easily gather performance metrics on your subs so that you can make key decisions? Getting out of the Dark Being in the dark about whether your subs are performing to plan is a very common frustration for project managers. They may be out there working every day and appearing as though they’re making good progress, but then they mysteriously surprise you at the last minute that things are taking longer than expected. Of course, there may be good reasons for it taking longer; but maybe not. And maybe it would’ve been good to know that two weeks ago, instead of them coming to you with the last-minute stunner. Being able to objectively measure subcontractor productivity is critical for project managers, so that they can make key decisions to keep projects running smoothly. It’s more than just measuring productivity however; it’s also vital to also to benchmark what their productivity should be. Regardless of the type of subcontractor, you need to establish the planned daily progress, so that you can compare the actual daily progress against that.  But how do you do it? How do you objectively measure what they’re doing, as compared to what they should be doing? In this article, I’m going to discuss how the right software solution can provide you the platform for measuring Planned Versus Actual in terms of subcontractor performance. Not only that, but also provide real-time indicators of potential delays so

What Seems Like a Complicated Problem, Can be a Very Simple Solution

I recently had a meeting with a group of project managers and engineers at a mid-size oil & gas producer. For managing their construction projects, this team have an immediate need to improve efficiency, improve project cost reporting, and reduce the amount of manual movement of documents. Especially the high number of documents shared through emails. Throughout the meeting, the four guys were passionately articulating their many diverse challenges they have day-to-day and month-to-month. Each time one piped up to speak about his own version of the ideal solution they needed, another would chime in with a slightly different take on his version of utopia.  They went back and forth just unleashing their troubles and desires for a better system. My role in meetings like this is often to listen and facilitate. And, ultimately, to distill their needs down to a straightforward plan that would improve how they operate, and simplify their lives. Although they brought up many examples and frustrations - the underlying cause of what was truly troubling them was not that complicated. In their case, the challenges they articulated in our meeting could be broken into three broad categories: Field tracking of: labor hours, materials received & used, and daily log information Project Cost Reporting related to the above tracking captured. Reporting that’s easily accessible by multiple users through a common ‘cloud’ interface Document Workflow management and multi-user collaboration & approvals around documents Their perception was that their struggles are quite involved and complicated, but in reality, a very simple solution would eliminate a large percentage of their current pain. This perception is common amongst groups like this, because their daily work-lives are over-complicated by the many manual steps they have

Practical Progress Reporting

  Here in the real world of Contract Employees it is very common to arrive on a project when it is part-way through.  For those with experience in Planning and Scheduling, you’ll identify with my statement that getting the best out of your software is part art, part science.  It sucks to pick up on someone else’s planning work and try to figure out their mental processes to fully understand how their schedule operates.  But that’s a blog for another time. For this blog – There I was, new on the project, still feeling my way around the schedules and the people, and one of our main contractors presented me with an MS Project schedule that was worth less than toilet paper.   I’d had no time to familiarise myself with the history of the project, no real chance to understand the personalities I was dealing with, but enough time to know that my predecessor had left a mess and it was now MY job to clean it up and make it work. There was just not enough time available for me to ease into the system, and the shutdown was fast approaching, so I had to wade into the team members with my steel-toe boots and hope for the best.  I called a meeting to lay out my expectations, needs and boundaries regarding the planning and scheduling for the rest of the project.  The people I brought into this meeting were: Our construction manager Our 2 lead superintendants The construction managers of our main contractors The planners of our main contractors Our Client’s construction manager Our Client’s project manager Our Client’s planner Before calling the meeting, I briefly discussed my intention with my construction manager

Got projects going over budget?

You're Not Alone. Project cost overruns are common. Statistics will tell you that over 85% of projects go over budget. But Why? What are the mechanics behind project cost overruns and project schedule delays? Plenty of talented and experienced professionals engage in dialog about this very topic every day, and try to arrive at conclusions about how to stop projects from going over budget. In this article I’d like to shed some light on the underlying workings as to the root causes of cost overruns and schedule delays. In order to tackle the problem of how to eliminate overruns, it’s important to understand the main reasons why they happen. Obviously, there’s no one-sentence answer to these questions since every project is unique and the influences that trigger overruns can vary tremendously. Luckily, however, there’s been quite a bit of research and experimentation around this exact problem - since it is a pervasive issue that so many businesses, large and small, struggle with. As a result, there have emerged some key factors we can point to that are the major contributors to projects going over budget and suffering schedule delays. A lot of project managers and business owners have their own theories; and after a good deal of listening and reading, many will have you believe that it all comes down to one thing: Project Changes. Technically speaking project changes are arguably the biggest contributor to projects going over budget and blowing schedule deadlines, but for the purposes of this discussion, let’s leave Change and Change Management out of it. I’m saying that because I don’t believe changes are truly the root cause of cost overruns. I believe that if you approach a project anticipating that