An Ounce of Prevention is Worth More Than a Box of Donuts
In a perfect world, when awarded a project, you’d be allotted a full week of gloating, “Hoo-hahs!” and chest bumps followed by a full 30 days to submit a preliminary 90 day baseline schedule and another 60 days to submit the complete construction schedule for the full project. Of course, you’d not only have the non-partisan support and participation of the Owner for feedback along the way, you’d also have all your subs identified and ready to go. They’d all come filing into the first weekly project meeting with a fully detailed Primavera project schedule, smiles and a box of donuts to share!
Unfortunately, that’s not the world we live in. In most instances, notification of the award signifies “Go time!” Immediately all parties involved begin the frenzy to get the ball rolling. It seems that everyone from the owner, to the Project Manager, to the subs (if even known) is frantically moving at warp speed to get the project off the ground. While the effort is admirable, it is not always effective. Everyone is working in their own silo and there is often not enough team collaboration from the beginning, especially as it relates to the project schedule.
Even if you have the luxury of 60 days to submit the final construction schedule for baseline approval, the real work on the schedule often begins far too late into that time frame. Everyone is not working together to plan the work accurately, to reflect the real world, intended progression of the project. The Owner will nit-pick about adherence to the schedule specs, the subs will complain that they don’t need a schedule because they have been doing this for years, and the Project Manager will want to strangle them all because he just wants to make things happen, get home in time for dinner at least once this month, and not get sued down the road!
It’s exactly at this time, at the inception of a project, that Critical Business Analysis, Inc. should be brought on board.
CBA is often utilized as a third party schedule consultant to not only develop the project schedule, but to act as an objective team participant to facilitate the collaboration process among all parties involved. We know scheduling and project management. We understand scheduling specs and best practices. We have no private agenda and our advice can be trusted.
Far too often, we are brought into a project only after major issues with the project schedule have been identified. Certainly we can help in these situations, but issues like these, and the meetings surrounding them, are adversarial, ugly and definitely confection deprived.
Whether you are the Owner or the General Contractor, save yourself the agony. Contact us at the beginning of your project to be a “second set of eyes” for the development of your project schedule and then use us as a reliable resource throughout the life of the project to be sure your scheduling effort is still on track. We all know that the project schedule can be your best friend, or your worst enemy. Bring us aboard and let us make the introduction to your new BFF…we’ll even bring the donuts!