As we close out the year, I though it would be an appropriate time to reflect on the design-construction industry and how we continue to struggle, yet at the same time make strides to improve the overall project execution process. The Boston / Massachusetts construction market has benefited from a relatively strong market recently as compared to the majority of other geographical regions, but we still struggle from self-imposed challenges.
These challenges range from very aggressive schedules, project budgets (based on what?), a death spiral of professional fees, and lower levels of professional competency across all aspects of a project. When we coupled these real challenges with new avenues of project execution (BIM/IPD/Lean Construction) and sustainability requirements, our industry, companies, and staff are… stressed.
Stress is not necessarily a bad feeling, it keeps us on edge; but there is a fine line between staying on point and leading the project… and falling back to becoming reactionary, defensive, or worse yet resigned to allowing the project to go down an uncontrolled path… This is what we need to manage.
So… yes, it’s not easy; but we’re all essentially in the same situation, often with different roles and responsibilities on a project, but gainfully focused on completing our projects for the client ‘on a high note’. We all have a choice to make, either to make the journey rewarding or painful, not just for ourselves, but for one another. When this moves past ourselves, it is often experienced by the owner which leaves them with a bad taste in their mouth with respect to the project instead of a rewarding
experience. This affects all parties on the project from the client’s point of view. Keep that in mind. We need to be more mutually supportive.
We’ve all seen the gamut of difficult project situations ranging from the fist slamming on the conference room table to the quiet, passive-aggressive ‘after the fact’ 3rd party negative feedback. Both of those extremes are a result of lacking character and professional development over the years. We can and have a responsibility to do better. I worked with one of the most impressive owner project managers two years ago, that actively monitored the ‘health and attitude’ of the project team. She did this, because she knew that the project team’s emotional health and alignment had a true affect on her project. She reported on this at the same level of the project finances, schedule adherence and safety reporting. That has made a lasting impression on me and how I view industry and impressive project leadership.
The majority of our projects are truly fantastic and rewarding experience on all sides – as well as they should be. Ideally the client moves into their space (that’s their end game…), the designers and contractor make a reasonable/fair profit, and personal/ professional relationships are grown.
Moving into 2013, perhaps we should double-down and be more aware of our own interactions. Both within our
companies and along with one another, irrespective of formal contractual/responsibility lines. Taking the high road, asking for help, and bringing your best can actually ‘infect’ a project with inspiration, fun, and leave us all with great memories of the project experience.
Human Capital – that’s us. We’re the greatest resources available to our clients. We’re also the greatest asset and mentors to our staff. Keep that in mind as we move into 2013. We all need to bring our younger staff to more meetings, get them exposed to the projects outside of their cubicles; get them in the field and have them learn more about other aspects of the industry. This investment will pay off on all sides.
For those reading this article, you’ve clearly succeeded in your fields, most likely because somebody put the time and investment in you outside of the day-to-day project requirements. Now it’s my turn. Now it’s your turn. As the great philosopher K.C. & The Sunshine Band professed… “That’s the Way I Like it!”.
Cheers.
Chad A. Wisler, PE LEED AP BD+C is managing principal at Vanderweil Engineers, LLP in Boston.