The main problem is that most construction managers lack time, and it’s the only resource they can’t make more of.
Construction managers are spending their time dealing with paperwork — scheduling, keeping track of equipment, approving expenses, and so on. Because construction managers are spending so much time on paperwork, they are spending less time on the parts of their job that are really crucial.
Choose the right project management tools for construction workers
There is a saying in the construction industry: The job of the contractor is to make the subcontractor look good. The reason is that, as subcontractors, the construction companies always want to see their workers getting the work done well. But contractors, who hire much of the workforce, have their own agenda. They want to save money. They like workers to keep showing up, but they don’t want the workers to waste time. They want the workers to do their work quickly, accurately, and neatly. Contractors therefore want timekeeping software that is easy to use. It is easy to use if the workers just punch the time on clocks and computers they wear on their belts. But contractors also want timekeeping software that is flexible. They want to be able to keep track of workers’ hours easily, but they also want to be able to record, for example, a subcontractor’s progress on a project. And they want timekeeping software that gives workers the information they need to do their jobs. Construction workers want project management system that is efficient. They want it to keep the contractors happy, but they also want it to help them get work done quickly.
Resolve challenges in a construction environment
Construction sites are often chaotic, messy, and dangerous places. They are full of people and tools, often of different types, and only half know what the other is doing. But they have a certain logic, too. The entire site has a set of goals, and the people who work on it try to achieve them. For site managers, this logic is hard to see. It tends to obscure the goals and distract attention from them. But two people on the site, one the assistant to the superintendent, the other a foreman, can look at this logic and see it. Site managers tend to see problems as problems, not opportunities. But a foreman sees problems as challenges. Opportunities.
So a foreman tries to find ways of getting them done. A foreman is an engineer. He cares about doing things right. He cares about results. And he knows that results take time. But he cannot accept that as a reason to delay. Results take time, he accepts. But he doesn’t accept delayed results. He wants things done now.
A foreman accepts that results take time, but he gets impatient. He can’t wait. He can’t be bothered with details. He focuses on outcomes. He cares about the visible results. He cares about how fast the site moves from one day to the next. He doesn’t care why, just that it does. A foreman needs to be free, but he doesn’t want the site to be out of control. He needs to be able to focus. So he tries to keep all the workers focused on the same goals. He tries to make the site as efficient as possible, to create an environment that encourages cooperation and minimizes conflict. He tries to create an environment where all the workers know what the goals,
Achieve continuous improvement goals using Finclock Project management system
One of the things I love about construction is that there is always something new to learn.
There are 100 different ways to fasten a piece of trim to a ceiling or to hang a set of cabinets, and none of them is absolutely right. The trim may look fine, but it won’t hold. The cabinets may look fine, but they won’t fit together. So you go and find another way to do it. As soon as you finish, you find that another way to do it is better. It makes sense to keep making new bets, because you never know which ones will pay off. Poor project management, however, means that every bet you make today will be obsolete in six months. Most companies use software that treats project management like it is just another production line. You put a project into a queue, and it gets pulled along at the rate the production line can handle. But projects aren’t like assembly line parts. You can’t just pull them out of the pile and slap them together. The nuts have to fit, the bolts have to fit, the cabinet doors have to fit. You can’t just slap them all together. Construction projects are like three-dimensional jigsaw puzzles. Each one has to be pieced together as you go along, and you have to throw away pieces that don’t fit together.
You can’t just