5 Tips for Keeping Your Construction Project on Schedule
Construction projects are known for getting behind schedule. In fact, McKinsey & Company reports that large projects across asset classes typically take 20% longer than planned and are up to 80 percent over budget.
There are many things that can delay a construction project: bad weather, supply chain issues, faulty workmanship, overbooked crews, and more.
But it doesn’t have to be that way. To keep your construction project on schedule, here are five things you can do:
- Review construction plans
Before you break ground, it’s important to review construction plans. These include the scope of work, construction drawings, and other project documents.
Make sure you and all your subcontractors review them so that everyone is on the same page. If there are any questions, be sure to answer them.
Then have everyone sign a written contract outlining their responsibility and deadlines. When it’s all in the contract, things are more likely to stay on schedule.
- Create a master schedule
Create a master schedule for everyone to see. Break the project down into phases and put tasks and assignments into the proper sequence.
The master schedule gives everyone visibility into what stage the construction project is currently at. For example, it can help painters know when the insulation has been installed so they know when the walls are ready for them to paint.
- Communicate and collaborate
Next, you need to establish standard forms of communication, whether that be by text message, email, or some other method. Determining how information will be communicated is critical in avoiding confusion and disputes later on.
Good communication needs to be built on trust and respect for all team members. Everyone should have access to project updates so they stay in the loop. To prevent unnecessary delays, an open door policy with project managers is best.
- Monitor and document progress
Unfortunately, projects rarely adhere to schedule 100% of the time. Chances are you will need to make minor adjustments here and there, and that’s okay.
The key is to closely monitor a project’s progress so you can quickly get back on schedule. One way to do this is to create daily reports on milestones hit. That way, everyone knows where the project currently sits.
Another way to monitor and document construction progresss is to use construction enterprise asset management (EAM) software. It allows you to input project updates and easily disseminate them across your team. But that’s just one feature of construction EAM software. It can also help you:
- Meet construction industry safety and compliance requirements
- Increase revenue and profitability
- Reduce costs and capital requirements
- Prevent equipment breakdowns
- Maintain optimum parts inventories
- And optimize project budgets
When it comes to construction project management, construction EAM software has you covered.
- Make contingency plans
Lastly, it’s important to have a plan B (and C and D) if things don’t go according to plan.
For example, your construction project might be delayed by a storm or supply chain issues. In this case, you may want to alter the construction schedule or assign overtime to make up for lost time.
Keep a close eye on progress reports to manage risks and delays and find creative ways to minimize and make up for them.
The bottom line
Despite most construction projects getting delayed, you can still finish yours on time.
By reviewing construction plans, creating a master schedule, communicating and collaborating, monitoring and documenting progress, and making contingency plans, you can mitigate the threat of delays and even finish ahead of schedule.
The key is to have a proactive mindset. With good planning and prevention, you’ll be ahead of the game.
The Ultimate Guide to the Essential Social Skills in Business
Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).
Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.
In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.
According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.
There are several key components of EQ that are particularly important for success in the workplace. These include:
Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.
Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.
Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.
Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.
Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.
A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.
Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.
And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.
In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.
Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.
Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.
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