Three-Week Look Ahead

They are exactly what they sound like: they are a chance to sit down once a week and look three weeks ahead of the current project's progress. The objective is to look down the road; the result is a management tool to maintain and accelerate the pace.

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The development of the schedule is an opportunity to clear your head and focus on a short duration. Three weeks is probably the most extended period that can be scheduled with day-to-day accuracy since construction is a very fluid business. As you review each aspect of the project, look for new opportunities to complete additional work, check the currently anticipated completion dates, see if they still hold, and double-check that the required materials are on site.

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Once the schedule is complete, you now have a management tool.

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Forward a copy to all subcontractors noted on the schedule so they know your expectations. This way, they can never say they didn't know, and they can also do their planning. (This also allows them to let you know if they have a problem with the schedule.)

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Once you have a material inventory, find out what you don't have and follow up on the status.

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Follow up with the PM on the buy-out status of any unclear items.

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Make a list of the new subs expected on-site and review their contracts.

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Review the checklist of new trades starting so we don't miss any GOTCHA items.

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Make a list of businesses completing and the quality control that needs to happen before they leave the site.

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This process is a potent management tool that will reap huge rewards. Scheduling is the key to construction. It drives the revenue, satisfies the Client, and helps ensure the project succeeds for the subs. Projects that are on the schedule are winning projects.

?Management tip:

?Do your three-week schedules in Excel or M.S. Project. They are easier to update and manage weekly and easily e-mailed to the subs.