Inevitably, it comes down to this most of the time: the scope of work. So, what the heck is our scope of work, and why are we even having this discussion? Good question, because when we don’t know what it is, we can actually be attacked by “scope creep.” Not a good thing! We need a defense. So, now, here comes the answer. Ready?
There really are several answers:
- What does the signed contract say it is?
- How about the contract’s own specs?
- Wait a minute — is that what the plans show?
- Isn’t there a code somewhere about this?
- The owner/general contractor/construction manager has expectations.
- The architect/engineer knows what he meant to include.
- Your estimator has certain understandings, many of which may have been gathered from pre-bid conversations with these same people.
- You signed a contract based upon your own understanding of all of the above.
Ever wonder why the contract docs aren’t more complete — more specific, with more details? Full Contact PMs realize these facts:
- Everyone else who is involved in the project has always been in too big of a hurry to get it right before it is released for bid.
- Everyone else really doesn’t want it more specific or clearer!
I’ll state it for the record: No! Let that sink in a minute. No! “Really?” No! “Are you kidding?” No! And if you think about it yourself, you’ll come up with the answer yourself. Got it yet? Let me give you a hint.
Let’s say that there was created for your project the “perfect” set of contract documents. These docs are so complete that they list absolutely every detail — in startling clarity. There are lists and tables and manufacturers’ names. Every dimension and elevation has been double- and triple-checked for accuracy. A complete soils investigation has been performed. The research has been done as to availability and delivery times (are they realistic?), and the schedule has allowed for all of this. And so on. Got the picture?
What goes through your mind? What would happen to the cost of the documents themselves to be that accurate? Think it might go up a bit? Just a little! Think your estimator, given all of this detail — all of the items which now show up so clearly in all of the little details — might allow for them in the bid? You’d like to think so!
So here’s the deal: those in charge of bringing this project to bid have their own budgets to consider. Should they spend the money now? Or should they wait and hope that these things don’t become a problem after all? And if they do show up later, they’ll deal with them at that time. Or, better yet, they’ll convince you that they are your problem and that you should solve them. Oh, yeah — for free!
Next issue: Writing the “Winning RFI”
Now let’s hear from our guest PM coach.
Know Your Opponent
By “Coach” Dan Fauchier
The construction “game” is a lot like sports. Today’s winning sports franchises and best-managed projects succeed because of teamwork. Project manager teams are not just the PMs from the general contractor (GC) and subcontractors. The PM team also includes PMs from the owner, designer, and construction manager (CM), if there is one.
The designer has documented the owner’s vision into plans and specs, then handed the ball off to the constructors. Because a project’s PM team is composed of diverse people with different personalities, different backgrounds, and different agendas, it often feels like the “opponent” is one of the team members: the designer, the CM, the owner, even a sub.
And while it’s true that sometimes we encounter conflict with other strong personalities, other teammates are definitely not our opponents. We’re just experiencing a Shaq-Kobe moment.
It’s the project itself! The project is the thing that sits there lifeless at mobilization. The project presents all the demands and all the constraints — a tight schedule, a tight budget, delayed inspections, differing site conditions, and burdensome but vital safety procedures.
The project wants to take too long. The project wants to duck and dive and turn and throw past you — make you look bad. Make the team look bad. The project wants to waste the owner’s money, and the project can be the enemy of cash flow for the subs and GC.
The PM team needs a coach to help draw up plays, adapt to new offenses and defenses the “opponent” throws at it, and encourage it to keep working together to overcome that pesky project every day until victory.
About Gary Micheloni
Gary Micheloni is a working project manager, author, consultant, and speaker. He can be reached through his website, www.fullcontactblog.com.
About Dan Fauchier
Contact “Coach” Fauchier through his website, www.danzpage.com, for more information about good coaching and building a winning team.
