Here's how you can excel as a problem-solving Construction Manager.

Hoping is not a plan. Effective planning requires gathering a project's resources and stake holders, organizing the chaos to achieve an end goal or solution. There is a full chest of tools and techniques. These tools need to framed SMART. Expectations and deliverables are to be clearly defined.

As a Construction Manager, excelling in problem-solving involves several key practices. Firstly, anticipate potential challenges by thoroughly analyzing project plans and past experiences. Develop comprehensive contingency plans and alternative strategies to address these challenges proactively. Clear and effective communication with all stakeholders is crucial to ensure alignment and prevent misunderstandings. Regularly monitor project progress using advanced tools and technology to identify and address deviations promptly. Lead by example, demonstrating strong problem-solving skills to motivate and guide your team. Finally, continuously learn from previous projects to enhance your problem-solving techniques and improve future outcomes.

When you are going through planning process be sure to take time and identify the risks. Acknowledging risks up front helps team to prepare Plan B and C. Having those in place helps to keep project move forward and better manage customers giving them confidence that you and your team is in control.

Develop mechanisms for continuous monitoring and assessment of the plan versus project advancements. Identify variances early using performance indicators and progress reports. This ability to dynamically adjust the plan according to real time data also enable quick identification of issues and keeping project on track.

Empower your team. That seems so overused but it’s holding you back. When I realized that I was forcing decisions to funnel through me, things I didn’t need to be part of, my team just exploded with production. I accidentally created a culture of decisions had to go through me by solving any problem people brought to me instead of pushing them to figure them out. The next time someone asks you a question on how to solve a problem, ask your team, how would you do it. Then let them try it if it isn’t going to backfire. Not just knowing your team but teaching them confidence in their ability to problem solve is the most important developmental trait in our industry.

Use the leadership style that is most appropriate for your team and project. Tranformational or Situational leadership all stem from effective team management which aims to maximise the efficacy of a group. This can help you strengthen your team and lead to better project results.

It's crucial to know you team, know each strength, weaknesses, challenges and opportunities. This will determine assignments, expedite flow and create team buy-in. If the team is not excited or not in a position to succeed, the project risk increases for failure.

The effectiveness of a Construction Manager is directly proportional to the performance of their team. Being aware of your team members' capabilities and limitations enables you to assign tasks optimally. When an issue surfaces, you'll have the knowledge to identify the most suitable person for a swift and effective solution. Promote transparent dialogue and cultivate a team atmosphere where everyone is at ease expressing their thoughts and worries. This cooperative setting will not only accelerate the resolution of problems but also pave the way for inventive solutions.

Have integrated and interoperable technologies. A case in point would be linking BIM software to project management and scheduling systems, enabling a integrated overview of the entire process that facilitates closer coordination. Better problem-resolution results from data integrity, and the smooth flow of information between tools that eliminates silos - each year most integration is seamless (aka either improving accuracy or reducing steps removing opportunities for user error).

For example, a construction manager might use BIM software to create a 3D model of a building, allowing them to identify potential structural issues before construction begins. Similarly, project management tools can be used to track project progress, assign tasks, and share documents, making it easier to coordinate team efforts and keep the project on schedule. By staying updated with these technological advancements, the construction manager can ensure a more efficient and effective problem-solving process.

Critical indeed! Each step in the risk management process is important. Maintaining a risk register and communicating potential risks and mitigation plans is such a valuable step in running success projects.

To manage projects is to manage risks at the same time. If we excel in risk management we are able and capable of solving problems that arise in the project lifecycle. Construction projects poses many challenges that need to.be addressed by mastering the risk management process. We need also to setup a risk management framework to tackle potential issues that if not well addressed can hinder project objectives, even those positive one's.

The best way to avoid problems is to prevent them. The only way to prevent them is to know about them. As a superintendent, I find the best way to avoid constant fire fighting is to sniff out the smoke early. Every meeting: what problems are coming up. Ask your Foreman take 5 minutes, look ahead. What problems do they see. Every meeting, the OAC, the progress. The daily crew huddle, one on on one with the crafts. Ask having issues, where you going next, see any issues. Even if none of the problems brought forth require your intervention, you know what issues your teams facing.

Use the different techniques to identify risks in various stages of the project. Brainstorming sessions, SWOT analysis (Strengths,Weaknesses Opportunities Threats), and expert interviews are examples of qualitative methods that might help detect issues. Furthermore, by reviewing the historic data of comparable projects and doing site visits can bring an insightful overview based on what could be potential risk/s

There are many tools and techniques for risk management. LEAN construction, SWOT, process maps, swim lanes, SMART goals are a few to name. Its understanding the risk and utilizing these tools to reduce risk is the key to success. Every stage of construction has some level of risk from business development to client handover. Be aware of the process, the needs and how you can reduce risk to drive solutions.

Complacency kills growth. It normal to shy away from discomfort. Its the easy way out with least resistance. Only through becomeing comfortable with discomfort can we grow and challenge ourselves to learn continuously.

This is a field in which building construction evolution occurs on daily bases and so do the skills of problems solving. Stay current on the new construction techniques, rules and trendsBuild a lifetime dedication to learning. Participate in workshops, get certifications and engage with professional communities to exchange knowledge and experiences. Your problem solving muscle is being trained regularly to take on these challenges differently so that when you hit a road bump back at work, your toolkit of how do I solve this has been freshened and up-to-date.

The construction sector is perpetually advancing, and your problem-solving abilities should keep pace. Dedicate yourself to ongoing education by keeping abreast of the most recent construction techniques, rules, and industry developments. Participate in seminars, seek professional certifications, and interact with industry communities to share insights and experiences. This commitment to continual learning will enhance your problem-solving arsenal, equipping you to tackle obstacles with innovative viewpoints and current solutions.

One strategy to promote effective communication is to list the information needed from the person or role and to communicate the conveyed information in a similar list format. Additionally, it's crucial to highlight the expected outcomes of the communication being received and the outcomes being conveyed.

Consider leaning into a mentor. Most if not all companies have a subject matter expert or veteran that hold 30+ years of knowledge and experience. Tap into this person and be a sponge. Why try and re-create the wheel when the inventor is sitting next to you at the break table? Additionally, this ties back to knowing your team.