When beginning a project the utmost concern should be to avoid potential overruns. This can be accomplished by knowing labor hours, material costs, and the completion date of the project. Also needed is the working knowledge of all parties on the project, including the owner, general contractor, all sub-contractors and suppliers, and special systems contractors. Having the knowledge of how the project will be built to include any of the new procedures that are available on the market,which can become a cost saving to the project, and can be passed on to the owner or held in reserve for the unexpected. Staff members must know from the start that they have the authority to make quick decisions which are in the best interest of the overall project.

Review and notify the general contractor of dates and activities on the schedule which may be areas of concern. One must maintain a professional approach so that any interactions with the owner and general contractor are above average experiences.

As projects move forward and staff members are trying to make impressions, the construction needs change. It's like planting corn; if the seeds are planted and properly managed, the yield at harvest time will be met. Results within the first 20% will dictate the outcome of the project. If labor and material cost are out-of-hand (running wild through the corn patch) the yields will not be there at the close of the project. By having trained and knowledgeable personnel, the construction process will move forward developing a strong sense for what is urgent. This should bring about the ability to process improvements and develop recommendations for labor installation of material.

Having a trained materials purchasing manager who knows the importance of labor waiting for material will have a direct effect on profit and loss expectations. Management needs to honor commitments, utilize available tools to optimize financial performance of labor and material purchases by maintaining inventories.

Communication levels for all management personnel should be open and accessible to handle all major happenings on the project. The management personnel, including the field, need the ability to interpret blueprints pertaining to layout and installation of material and equipment while having a working knowledge of what each equipment component is required to do. Maintain and process change order documentation.

Ensure company processes and polices are enforced and followed. Time management, organizational and multi-tasking skills are a must. Professionally represent the company at all progress meetings for the project.

Close out of a project will dictate whether the owner’s expectations have been fully satisfied and preferably exceeded. This can only be accomplished when management has a working knowledge of the industry. Submittal of close out documents must be submitted to as not to hold up final payments. Verify that all as built drawings are current and up to date. Request for information documents have been answered, submitted for approval and priced as a change order.

For many contractors, these items can mean the difference between a loss or a profit. Ensure that all requirements for the Certificate of Occupancy are in place and call for finial inspections of systems which fall under the responsibility of the electrical contractor.
In order to make all this a reality, one needs to have learned that the lights work the same at night as they do during the day. This is the standard I work by.

Be Safe.