Masonry Magazine November 2006 Page. 50
Full Contact Project Management
For Your
Convenience...
Gary Micheloni
Don't you just hate it, sometimes? Your company has a project to complete and you have a job to do. Your client says that they are in a hurry, but they keep getting in your way! Sometimes you just have to "help" your client see things the same way you do. Let me explain.
I was working on a project not long ago and, as usual, the plans weren't complete; it didn't have the details we needed, and the specs didn't address a particular issue. What could we have done? Write an RFI and ask the questions, right?
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However, sometimes these RFIs require a "turbo booster" in order to get what you want.
First, we make sure we are using an effective RFI format. (If you don't have one that works in your favor most of the time, then check out Coach Gary's Playbook at the bottom of this article.)
Then, we ask the question, such as:
Question: The plans do not indicate any color for the block on this project. The specs do not address it, either. Standard in the industry is a grey and that's how the project was bid. For your convenience, a cut sheet detailing the block can be faxed to your office. This issue will impact our schedule within two days because the block must be ordered now. This issue has possible time and money consequences. How shall we proceed?
So what happened here? We raised the issue, made the client aware of the urgency of the problem, made it easier for the client to go along with us (industry standard), and advised them that they have possible time and money consequences if they want to deviate from standard. We also conveniently offer to provide some technical backup info that will help the cause.
What happens too often out in the field? We say to the client, "Hey, what color block do you want? The plans don't say." And your client then has complete freedom to choose what it is that he or she wants - even if it costs you more in terms of time or money. We have lost control here.
If we had the space, I could give you more examples. But that subject is dealt with in detail in my book on getting paid for changes. There's a science to this stuff.
On to another topic: When MCAA offers classes on becoming a better foreperson, PM, mason or even business owner, you should plug your people into them. There are things that other people know, and they are willing to give this knowledge to you, if you'll just avail yourself of them.
If I asked you whether the experienced people in the masonry industry knew any "tricks of the trade," shortcuts, things to look out for and so on, you'd nod your head. You expect your lead people to teach your apprentices and to watch over your crew. Constant training. Common sense, right? Then why not expect the same for how your