If design plans are debugged, the sequence of activities is correct, and the various construction procedures are fine-tuned early in the project…then the remaining amount of jobsite problem-solving by the tradespeople is reduced.

This, the builder’s field staff spends less time putting out fires, which frees up even more time for walking the jobsite and checking the construction.

When tradespeople see that every trade is in its correct sequential order, that problems have been anticipated and solved ahead of time, and that the jobsite superintendents are actually out checking the work for problems and quality…everyone on the jobsite develops a more cooperative attitude.  Tradespeople then solve coordination problems among themselves, and are actually on the lookout for other tradespeople’s problems and mistakes…knowing that these problems could slow down what otherwise could be a smooth and profitable job.

The final thing that can affect the construction progress is the attitude of the builder toward the subcontractors and tradespeople.  A proactive and participative approach in identifying and solving problems upfront, a commitment to ensuring that the work is actually ready when scheduling someone to start the next day, and a fair and knowledgeable management of all of the various conflicting subcontractor interests…all impact the smoothness and speed of the construction.

The best and most sophisticated schedule cannot overcome a project that is overrun with design and construction problems…producing an antagonistic relationship with the city building department…and having superintendents, subcontractors, and tradespeople in conflict.

As with most problems, solutions are complex and involve correct policies and actions on many fronts.  A smooth running and efficient construction jobsite must have harmony and cooperation as its goal, which requires a comprehensive approach toward the construction.

Any discussion of construction planning and scheduling must begin by recognizing this reality.