How do you collaborate with other professionals and trades in landscape construction and installation?

Meeting deadlines is a tough one, depending on if it is fixed time period or flexibly open. You still have to ensure that your supply chain and key operators are ready, able and willing. Expect the unexpected, companies going into liquidation, people becoming unfit to work, changes in legislation and economic pressures. Nowadays it is very hard to calculate long term project capital expenditure due to increase in prices of trade goods and services as well as increased inflation Have a back up contingency plan, don’t rely on one supplier or trade professional. Make sure you know two or three, they often specialise in different aspects and many ways.

Everyone needs to go in with an open mind about what needs to happen and what their individual task is. Attacking a project with a team approach can work well as long as communication is open and up front from the beginning. Create a master punch list and timeline so that each team is knows when they are up to bat.

The Punchlist is Paramount to Success First of all, I don't usually "collaborate" with other professionals and trades in landscape construction and installation because the tasks have been set and we're ready to roll. I put together the Plan and Punchlist and hand everyone a list of projects, start to finish. I'm a firm believer from experience that too many cooks in the kitchen or in this case landscapers in the dirt, makes for problems and stalls to the schedule. I don't mind engaging others on their time schedules but not on how a job will be done because that's already set when everyone comes to the Installation Table. There is structured rhythm and flow to landscaping and experience taught me The Best Laid Plans Are The Best Made Plans

Being in a very niche part of the landscape industry we have been fortunate to collaborate with other pond companies across the country as well as having hosted others. In my area of Wisconsin there are only a couple of us that are focused on water features. We make sure that everyone knows we have no interest in the rest of the landscape project. As a specialty industry, we want others to know that we have the experience, knowledge, and ability to complete our aspect of a project on time and on budget.

From the beginning, communication needs to be the first priority. From start date/times to daily updates on progress; there needs to be an open and constant line of communication. As changes come up, whether it be from the client or the site conditions, someone will have the final answer and should be updated as necessary

Communication is essential in this scenario. Other subs that may be affected by your delays should be informed, and especially the client. At this point it is essential to tell the client realistic timelines to prevent stress to the client and Landscape contractor. “ Under commit and overdeliver”. If I think a project is gonna take two weeks to complete, I’ll tell the client three. I’d rather finish early and look like a hero, than finish late and look like a zero!

If there is an interest in a long term or future collaborations, there should be an after project meeting to kind of wrap things up. At this point feelings need to be left at the door and an honest assessment needs to take place of how the project progressed. And any problems that came up need to be reviewed to see if there is any way to avoid the same issues on any future collaborations.

While I agree with what was written, this is a delicate process and requires a maximum amount of tact. And I find that a great deal of humility is essential to the process. I often ask both subs under me and directors/clients over me if I may give them some input. If they say “yes”, they are likely to listen with an open mind and heart to what I have to say. If they say no, and I tell them anyway, they don’t seem to hear what I have to say and my time is wasted, or problems or conflict will arise. And, I find that if I respect their “no “, they will often come back to me later when they’re ready and ask for input. This begins a Great connection and collaboration between us.

Here are a few more examples. Regular Site Visits: Conduct regular site visits with all stakeholders to assess progress and address any on-site issues promptly. This collaborative approach allows professionals to make informed decisions based on the evolving conditions of the project. Cross-Training Opportunities: Arrange cross-training sessions or workshops where professionals from different fields can learn about each other's expertise. This promotes a better understanding of the overall project and encourages a collaborative mindset. Quality control checks: Establish quality control procedures that involve input from various professionals. Adherence to design specifications to maintain high standards throughout the project.

Become a part of industry associations like the Australian Institute of Horticulture, Landscape Design Institute, Nursery and Garden Industry, and so on. Don't just stick to your own sector - cross pollinate with other sectors you work with. In my experience, as you build your network, you gain more work naturally, and you're able to help those in your network out as well. Some people say the industry is a "boys club," but it's funny how there are all types of people (including girls) in the club. In truth, It's just networking.

Je cherche toujours les meilleurs artisans locaux pour effectuer les taches qui ne sont pas de mon domaine. Je préfère la qualité à la vitesse. En général je les contacte, donne un exemple et vois quelle solution ils proposent (en incluant la négociation et le dialogue avec le client). J essaie de voir s ils ont des exemple des travaux qu ils ont effectué ailleurs. Par exemple j ai trouvé un menuisier, un spécialiste de irrigation grand volume, un plombier, un électricien, un etancheifieur, un couvreur etc