Como os Gestores de Obras podem antecipar problemas e evitar atrasos?

Potential problems identification on a project by the construction manager (CM) or the Builder (Bldr.) can either be a proactive or reactive measure, however, its advisable to treat it as a proactive measure rather than being reactive to the problems. One of the ways a CM/Bldr. can engage proactively is to avoid potential problems that may lead to delay/setbacks on a project by foreseeing it and preventing it from occurring. An early warning systems can be incorporated on the project such as; design coordination & clash detection softwares, weather and geo-survey surveillance, Security surveillance etc. With the systems in place the problems will be taken care of before becoming potential threat to the project.

There is one key thing you need when interviewing for a Preconstruction or Estimating Position. A detailed Project List - but Why? 1. Your resume has got you in the door 2. Your Project List will get you the job The majority of the questions asked by hiring managers with Preconstruction & Estimating will be around processes and how you go about Preconstruction & Estimating. The only logical way to do that is by using projects as examples. So estimators, for your next interview make sure you can discuss two or more projects in great detail from start to finish. If you enjoy this, please follow me on LinkedIn for more Preconstruction & Estimating tips and tricks.

One thing I have found useful is by following the basics, having a robust budget or a program and tracking them time to time. From your sales, cost, invoice, your project’s stock , vendor credits to your indirect cash flows these will acts as KPI’s and will help in identifying potential problems.

In my experience, other factors to consider in a professional tone include prioritizing safety, managing resources effectively, adhering to regulations and standards, fostering teamwork and motivation, and continuously learning and adapting.

To anticipate problems and avoid delays, construction managers should focus on thorough planning, risk assessment, clear communication, contingency planning, technology utilization, a skilled team, legal compliance, a robust procurement strategy, regular inspections, and learning from past projects.

A majority of the project delays I encounter come down to communication problems related to coordination, usually between trades. When the foremen and their crews encounter constraints and don’t notify or discuss with the Construction Manager (CM), and when the CM isn’t out in the field verifying the progress in the field and communicating the plan to all, delays are inevitable. When the plan is known by all, the project personnel know the schedule milestones and commit to them, and there is a collaborative environment where more effort is put towards solving problems than placing blame (and the CM is ready to contribute meaningful resources to the solution when necessary), a lot of potential delays get resolved before they materialize.

The key to this and most all issues is getting to the root cause. Too often, we tackle symptoms because they are easier to see or fix. But symptoms are not the cause and never really correct , fix or change the problem. When you pull a weed, you have to pull the root or it will come back. Always!! :-)

Bar none, you as the GC have to stay 2 to 4 weeks in front of your subs. Staying in constant contact with your team will always keep you abreast of the current situation so you can keep the stakeholders up to date.

Communicating and collaborating is like dancing together to create a harmonious performance. In a project, it means openly sharing ideas and working seamlessly as a team. Just as dancers stay in sync, effective communication ensures everyone understands their role. Collaborating means each person contributes their unique strengths, just like dancers bring diverse skills to the dance floor. This dynamic duo of communication and collaboration is key to a successful project, much like a captivating dance relies on coordination and teamwork.

Maintain open lines of communication with all stakeholders, including clients, team members, and subcontractors. Regular meetings and updates help in staying informed about any emerging issues and collaboratively finding solutions.

During the Pandemic, we were building a lounge in Finland While budget and time are fixed, human and material resources are more or less out of our control. So every week I prepared a plan B in the design and identify three design elements we can live without and get estimates in time and cost (and concurrence from designer) in case we need to compensate time and/or cost loss due to unforeseen delays in resources, including skilled labor. Have a plan B is crucial when so much is out of your control, especially when you are running multiple projects simultaneously, and globally.

Effective monitoring and control on a project requires both a “micro” and a “macro” approach. At the macro level, you need to know 1) what work is driving the schedule, and 2) what needs to be completed by who so the next activity can start. Without knowing this, you can’t know how to effectively adjust to stay on schedule. At the micro level, you need to know how much progress must be made per day on each critical activity in order to meet the next schedule milestone. As a simple example, if 500 sqft of drywall needs to be hung within a week, and only 30 sqft is hung at the end of the first day, you already know you’re in trouble. By seeing the issue much earlier in the week, you will still have enough time to make adjustments.

Monitoring and controlling in project management is like driving a car. Monitoring is like checking your speed and fuel levels, ensuring everything is on track. Similarly, in projects, we monitor progress, keeping an eye on tasks and milestones. Controlling is like steering the car to stay on course. In projects, it means adjusting plans if things go off track. For example, if a task is behind schedule, we take corrective actions, just like adjusting your route to reach your destination on time. Together, monitoring and controlling help keep the project journey smooth, ensuring we reach our destination efficiently and effectively.

Implement a robust monitoring system to track project progress against the timeline. Use project management tools to control schedules, resources, and budgets, adjusting as needed to keep the project on track.

-I completely agree we are all human at the end of the day, more time then you think we fail. Now what we do with that failure is solely up to us. A mistake is a mistake now a repeating mistake is now a habit. I feel that understanding not only your job but your coworker’s experience is the biggest tool we can have. If you use it properly, problems tend to get resolved faster when you have more than one set of eyes and avenues of approach. When management gives a voice and trust in his or her team you will have more success. Lessons learned will become more valuable with each job site. My favorite quote is Albert Einstein “When you stop learning you start dying”

It's very helpful to keep good notes and even pictures to back them .this way your creating your own library of do's and don'ts.Call it your play book and a very important one this is a crucial part of management and the team .over all whats helped me in planning a project from my play book is taking the overall percentages of each project and broadcasting them through each project to determine the pros and cons. use the most pros from your play book to stay on Budget,save time,and create new relationships. your always making new ones. I find that's very important.also to stay in budget or below. the vendor's of today are very competitive and we're managing a project is very important.

Learn from past projects. Analyze what went well and what didn't, and use these insights to improve processes and decision-making in future projects.

In many academic project management trainings, social skills are often overlooked. While technical aspects and skills are essential for project success, it’s important to remember that we are dealing with humans, who are complex machines that require emotional intelligence to deal with. It’s crucial to develop social skills alongside technical skills to ensure project success.

In my experience communication will be your best friend. As long as you are communicating deadlines and expected delivery dates, pushing/ pulling scheduled events around to always make sure the job is ready but to ensure your trade partner knows your expectations

Anticipate potential issues and have contingency plans ready. Being flexible allows for quick adaptation to changing circumstances, minimizing the impact on the project timeline.

A combination of persistence, resilience, soft skills are the key to overcome problems and of course proactive approach. Proper communication here will be critical.

No person is an island. You must be able to reach out to project partners past, and industry peers, to validate your methods and gain insight into new ways to improve.

Construction practices have been changed a lot with the advent of new technologies and innovative procedures. The world is working towards achieving net zero carbon neutrality and sustainability in every aspect of construction industry. To this end, it is essential to consider the environmental, social impact aspects and be well prepared for the potential delays. Even though it might not be an influential factor in the current scenario but in future sustainability aspect should also considered by construction managers to make a project successful.

By implementing the following strategies, you can anticipate potential problems and proactively mitigate risks to avoid delays in construction projects. 1. Develop a detailed project plan that includes timelines, milestones, and resources required for each phase of the project. 2.Ensure that resources are allocated efficiently to prevent shortages or bottlenecks. 3.Be flexible and ready to adapt to changes in circumstances or project requirements to minimize disruptions. 4.Utilise construction management software and tools to streamline processes, improve collaboration, and track progress more effectively.