As a builder, remodeler, or developer, you know this fact all too well: There are a lot of moving parts to manage throughout a project. From client priorities and adhering to a budget to scheduling subcontractors and tracking materials, a construction endeavor is often a tricky balancing act. And although you might consider yourself to be a professional juggler when it comes to all these details, you’re likely always looking for ways to improve and streamline your processes.
Whether it’s making the most of tools and systems, completing daily and weekly check-ins, or coordinating with everyone involved, how can you keep jobs on track even more effectively? And in addition to keeping things running smoothly, how can you prevent stress and headaches as well?
“In theory, everyone involved is working together to have a good experience—and even better, an enjoyable experience,” says Steve Goebel, director of construction at Minnetonka-based Wooddale Builders, Inc. “Having a refined process that promotes proactive communication and solid organization from the very start of every project is what allows every party to be set up for success.”
Goebel also points out that if you aren’t using a strong system to keep each project organized, on time, and on budget, errors and mistakes tend to creep in—leading to costly delays, budget overruns, and other project setbacks.
Scott Hockert, VP of production at Hanson Builders, Inc., agrees with this way of thinking, stating, “Efficiency almost always equates to increased productivity and profits, but I always consider the human factor of burnout. If you are not running efficiently and your team is doing nothing but putting out fires, it reflects on relationships, integrity, and job satisfaction.”
Building greater efficiency into every project starts with the right approach. Read on for tips from the pros.
Planning Ahead
Goebel is a big believer in “pre-con meetings” with trade partners. “These are huge, especially for large-scale homebuilding projects,” he says. “Having a pre-con meeting with our partners in excavating, foundation, lumber, framing, trusses, and windows provides an opportunity for all partners to communicate, get in front of challenges, and talk through strategy. It sets up the project for success.”
Turning to Technology
Gone are the days of simply relying upon phone calls and faxes to keep a project rolling. Technology has become an indispensable resource for those in the building industry.
For instance, Hockert uses the website Monday.com (a cloud-based project management platform) and Buildertrend (construction management software), which are up on his screen whenever he’s working. “These are real-time systems that help us all keep up to date and not waste time over or under communicating,” he says.
Goebel likes using JobTread (another type of construction project management software) for daily updates. “We use this construction management system to communicate with our clients and trades to keep schedules, selections, and change-orders aligned,” he says. “We make sure this is a part of our daily habits, especially for our field supervisors who maintain our schedules and use it to communicate with our trades, which is crucial to keep the project running smoothly.”
Regular Check-Ins
Hockert and Goebel are both strong proponents of weekly and bi-weekly check-ins. For example, Hockert focuses on weekly status reports of important data that gets communicated by department heads internally and externally to their trades. Goebel takes part in weekly internal meetings across departments, which includes sales, design, estimating, project management, and construction.
Following Up
Hockert additionally relies upon “constant, consistent follow up” on emails, texts, and phone calls. “Responding diligently to others instills reliability and integrity, both internally and externally,” he says.
Staying on the Same Page
“Accuracy of information in our Buildertrend system is key,” Hockert says, referring to the firm’s construction management software. “This connects our clients, the builder, and our trade partners. If we don’t have good communication there, nothing works.”
He says that a simple change order, for example, gets created by the builder in the system, is sent to the client for approval, and then automatically gets communicated to trade partners. “This can happen in a matter of minutes,” he says.
Goebel says that the company’s weekly internal meetings help the team stay aligned as clients move from phase to phase, articulate changes, and provide client feedback “so each department is on the same page for each project.” He continues, “This minimizes surprises and helps us forecast and work proactively instead of reactively.”
Plenty of Tenacity
Good old grit and determination can pay off when it comes to staying on top of everything, which Hockert refers to as “tenacity.” “This is a personality trait we try to instill with all who work here,” he says. “It means not taking things at face value, pushing the envelope, and always wanting to do better.”
