Improve Your Construction Scheduling Now

improve construction schedules

I recently read a stat that according to McKinsey, larger scale capital projects are on average 20 months late, and 80% over the originally quoted budgetary level…yikes.

Taking a closer look at the scheduling portion, there is more accountability needed in construction timeline setting. When the GC establishes these completion milestones, subcontractors don’t necessary “own” this schedule, and can lack the drive to meeting its guarantees because of this.

The solution?

Collaborative schedule planning is key. When all parties are involved in mapping out the construction timeline, there is an accountability in one stage feeding into another and meeting targets.

Factoring in weather conditions based on the time of year/location is always good practice. Another factor worth considering is subs including more time in their projections to protect themselves against the trade before them running behind. This should be minimized as much as possible through conversation. The open forum of discussion can help with this concern to understand timing in a greater detail based on scope.  

Construction planning software is also a great way for communication to be accessible and trust to be stronger. With status reports, information can be updated as needed and everyone can understand where a project stands. This helps keep schedules honest.

Contingency plans are a great way to protect construction from the many ways it can be disrupted. Brainstorming potential issues before they occur and building plans for each situation can help project managers be proactive rather than reactive.

After a project moves from pre-construction to fulfillment stages, it’s important to set protocol if work begins to fall behind. This will allow subs to alert superintendents and adjustments to be made before issues snowball into uncontrollable stuck points.

Experience is what makes these goals reachable. Seeking a general contractor who’s familiar with the steps required to manage a project’s timing effectively can mean the difference between being under budget or substantially over.

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