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March is in full swing, and basketball fever has reached
its yearly high. The competition remains fierce as teams seek a
coveted championship. But as fans well know, championships are not
won by just one person. When it comes to winning, successful
basketball teams are much like successful construction project
teams.
Great basketball programs are indisputably built by the best
coaches. After all, what would UCLA be without John Wooden? What
would Duke be without Coach K, Mike Krzyzewski? And let’s not
forget about my treasured Gonzaga Bulldogs. That said, a coach
cannot single-handedly will their team to a championship. Coaches
and key players must step up and perform as a team.
The same is true in construction. Though many teams are involved
in the construction process, one of the most important teams is
between the general contractor and its subcontractors. General
contractors can only successfully complete projects with highly
skilled specialty subcontractors stepping up to do their part.
However, general contractors often leave their
subcontractors— some of their best players — on the
sidelines until it is too late in the game to make a difference.
Getting subcontractors off the bench and into the game sooner can
put major points on the board for project delivery and risk
mitigation.
Though many teams are involved in the construction process, one
of the most important teams is between the general contractor and
its subcontractors.
Much like each basketball team is different from season to
season, the relationships between general contractors and
subcontractors change over time. While each team will have its own
nuances (that are beyond the scope of this article), here are some
practical, high-level tips to get subcontractors involved:
Open the playbook.
Too often, general contractors make their “playbook,”
the schedule, without involving subcontractors. That means
challenges such as illogical sequencing or unrealistic durations
only surface when it comes time for subcontractors to perform the
work. General contractors who take their subcontractors off the
bench and involve them in schedule coordination early will find
that their perspectives can inform more efficient sequencing and
realistic timelines from the start, even in fast-track scenarios.
Plus, subcontractors are more willing to push to meet deadlines
they have had a hand in setting.
Involving subcontractors in the scheduling process is like the
“practice” for the project team. When the time comes for
work to start, the team will know their roles and how they fit into
the bigger picture.
Communicate, communicate, and communicate again.
Think back to any of the best matchups you have watched in
recent memory. If you removed the screaming fans and pep bands,
would you be left with the sweet sound of silence? Hardly. Coaches
are constantly communicating with their players. Players are
continually communicating with each other. The result is the
ability to quickly act and react to an endless number of scenarios
as the game unfolds.
Just as coaches actively and consistently communicate with their
teams, general contractors should follow suit in communicating with
their subcontractors. This does not mean once a month or even once
a week at a schedule meeting. Through proactive, daily
communication, general contractors will know the issues facing
their key players and can quickly react to keep the whole team on
the offensive.
General contractors should also create avenues for
subcontractors to coordinate with each other. Strong relationships
and continuous communication between subcontractors can help
alleviate coordination and sequencing issues that often plague
projects. Facilitating communication empowers subcontractors to
reach reasonable solutions and take action to keep the ball
moving.
Proactively manage injuries.
Even with an open playbook and an emphasis on communication,
there is still the potential for a project to experience setbacks
and unforeseen delays. Think of these issues as the
“injuries” that could derail the entire season. When
discovered early, the correct mitigation measures can be
implemented to allow the injury to heal and keep players in the
game. For example, subcontractors struggling to meet deadlines can
be an early indicator of larger project impacts. When left
“untreated,” these may compound into significant and
costly delays.
When a general contractor is active in its subcontractors’
work, these potential injuries are easier to spot. Then, the
correct mitigation measures can be implemented to heal any issues.
For example, the general contractor can involve a subcontractor in
its compensation and/or time extension requests back to the owner
or implement other solutions.
Celebrate the victory.
Project teams are better poised for success when subcontractors
have had input in the schedule when the team engages in active
communication, and when issues are mitigated early. When that
happens, and projects are delivered successfully, celebrations are
in order!
All of this underscores the importance of taking subcontractors
off the bench and getting them involved in projects early and
often. When they are set up to perform their best, everyone reaps
the rewards of the team’s success.
Originally published 21st March 2024
The content of this article is intended to provide a general
guide to the subject matter. Specialist advice should be sought
about your specific circumstances.
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