Was tun Sie, wenn die Koordination von Subunternehmern zu Projektverzögerungen führt?

At Turner we refer to our subcontractors as Trade Partners. My first recommendation is to treat our Trade Partners as Partners. If there is a delay that has or is developing, than sitting down with our Trade Partner and asking for full transparency into what is causing the delay and how can we use Turner's scale of resources and geography to support our Trade Partner is the desired approach I advocate.

Identify the impact of the delay, write an official note to the contractor where the delay and impact is stated. Start a face to face conversation where the issue is adressed. Remind him to the contractual agreement and the clauses of the contract in case of delay. Force contractor to mitigate the delay with a "Sprint plan(s)" to eliminate the delay. In case contractor is not able to solve the delay find alternative solutions/contractors who can assist in this matter.

The question is flawed to start. It is not for the subcontractor to coordinate the works. Subcontractors suffer most from poorly coordinated works. Subcontractors can help in coordination if there is genuine engagement, but it is still up to the main contractor/project manager to determine what works are critical and deliver their own programme.

1. Call all the subcontractors in for a general conversation. Listen to their problems and ask them to suggest solutions. 2. Identify areas of contention. 3. Alter shifts, timings, make the required changes to the programme in order to facilitate all the subcontractors. 4. Hold team building events including all the subcontractors so that barriers can be broken between them.

Focus on identifying root causes and jointly mitigate towards recovering delays. Engineer and potentially re-sequence activities and incentivize.

I feel that one key component in the Sub -Prime Contractor relationship is , the Prime Contractor needs to put themselves in the shoes of the Sub so they can properly assess their Subs situation . This includes providing additional support if necessary to see the success of the overall Project. At the end of the day the buck stops with the Prime Contractor.

About 80% of the time you already know a challenge is coming. Talking it away with stakeholders before it rings your door bell is the best way out !

Es vital contar con una planificación integrada de todos los subcontratistas que intervienen en el proyecto de tal forma de evaluar los impactos entre sí de forma más fácil y clara, así mismo generar espacios para revisiones y reuniones con todos los subcontratos para tener mayor visión, esto ayuda a la cooperación mutua y el logro de un objetivo común. Lo demás es lo clásico, buscar formas de comprimir el programa a través de ejecución de actividades en paralelo, inyección de más recursos, aceleración, pero debe estar complementado con lo anterior.

Based on my experience, in most cases delays exist because we establish unrealistic initial time lines that do not consider time for alignment or coordination. A proper set of governance project mechanisms is also critical. Most of the times we just rush into the project without considering its specificities and take standard times as unrealistic baselines. We even know that but just refuse to incorporate it, hoping that by the time things happen we all find a solution - and we normally do, at the expenses of someone else…

it's always better to under promise and over deliver than the other way around. Keeping a buffer time in hand is crucial for managing unforeseen delays effectively. To manage the delay caused by timber issues in a retrofit project, we restructured the schedule. We prioritized under slab and front of the building tasks, allowing a month for completion. Anticipating the timber's arrival before then, we planned to add more resources for faster progress once its schedule is confirmed, working backward from that point. This proactive approach helps us adapt to unforeseen challenges effectively.

Most of the projects have commissioned date pre announced as if affect the cash flow and project viability. So we can make adjustments in the intermediate schedule but have to keep completion date intact.

From my experience, monitoring progress is vital for project success. It involves consistently tracking and evaluating the completion of tasks, milestones, and goals against the initial plan. By monitoring progress, we can identify any deviations or delays early on, allowing for timely intervention and corrective actions. This ensures that the project stays on course and aligns with expectations. Monitoring progress also facilitates effective communication among team members, stakeholders, and clients, keeping everyone informed and engaged throughout the project lifecycle. Regular progress updates enable us to celebrate achievements, address challenges, and make informed decisions to maintain momentum and achieve desired outcomes.

Ao meu ponto de vista é extremamente importante definir metas claras e prazos realistas para as tarefas dos subcontratados, para garantir que todos estejam alinhados com as expectativas do projeto. Além disso, se a estratégia atual não está funcionando, é importante reavaliar e ajustar a abordagem de coordenação dos subcontratados.

This is a factor that most of construction project managers must keep in mind, every single day the project must show a progress according to schedule detailed, and is necessary establish a short meeting in a daily basis (call, teams, standup meeting on site) no more than 15 minutes to review the project and verify the progress: tasks in progress, if the daily progress was achieved and issues to give a fast response, the weekly meetings are not used to describe the delays or surprises, are to provide recovery plans progress, plan for next week, identify some risks and how mitigate it. Remember the the daily short calls are to make quick decisions and be everybody in the same page

Monitoring construction progress includes getting out of the job site office facility, walking the job and putting eyes on the areas and items that are coming up on the schedule weeks before the start date. Make sure predecessor project activities are on time so subsequent contractors can start on their scheduled dates. Too many times, the initial delays impact every other subcontractor and the CM spends time trying to catch up as opposed to staying on schedule. The expectations that the following trades need to make up lost time creates friction between trade leadership. Make a realistic plan and execute the plan. Stay on schedule don’t chase the schedule. Hold contractors accountable.

Clave , fundamental la revisión de procesos y de ser posible realizar simulacros (según sea el caso) para poder analizar correctamente los tiempos efectivos y los tiempos muertos. La mejora continua es vital para la mitigación de estos riesgos en obra.

Using the contract as a last resort and inferring it will sour the relationship is in my opinion incorrect. All of the above points should be recorded and sent as formal notices to the subcontractor. Do no shy away from following the contract as it will only end in problems later on. A positive working relationship includes following a contract, if you don't follow the subcontract you will very quickly find out what a negative working relationship looks like.

From my experience, enforcing contracts is vital for project integrity and success. It ensures all parties fulfill their agreed-upon obligations, fostering trust and accountability. By upholding contract terms, we mitigate risks, resolve disputes, and maintain project timelines and budgets. Enforcing contracts promotes transparency and professionalism, safeguarding project outcomes and relationships.

Engaging the contractor with stipulated contract clauses and their commitment. Open the platform for a firm discussion of remedial action and penalties should there be failure to meet the criteria. This for me has since worked.

Occasionally, despite diligent efforts, subcontractors may falter in fulfilling their obligations. In such instances, it's pivotal to revisit the contractual agreements. Enforce the terms and conditions stipulated, which may involve applying penalties for tardy deliveries. Nonetheless, resort to this as a final recourse; nurturing a positive working rapport with subcontractors typically yields greater long-term benefits.

I believe that before any problem, it is essential to know the cause of the problem. Around the subcontractor supervision team, there can be problems of various natures: lack of personnel, health and safety, misinterpretation of information, lack of quality supervision, lack of training for specific processes, etc. Once the type of problem is determined, solutions are proposed, and their impact is reviewed. A final suggestion, problems should be categorized and addressed according to their importance, that means that each level of the project organization is responsible for solutions within its circle of influence; only difficult problems and crises should be reported immediately and addressed by top managers or general management.

Very early in my career I was parachuted into a project that was behind schedule and many questions the subcontractor could not answer. I ended up flying to New York and driving to Pennsylvania to a rock quarry whose blue stone product was specified for this very high end project. The quarry did not have a PO from the sub and shop drawings did not even start while the site was ready for couple months. All was sorted in 24 hours and we were back on track. Lesson here is you need to get to the source of the problem and it is best to resolve in person face to face. Narrow down your options, weigh your options for risk/reward, and act decisively. More frequent communication with ownership group is a must during resolution of the delays.

Set a meeting with your Subcontractor, Discuss clearly your mutual goal, then discuss what are the factors that is resulting to the delays. Make programs, adjustment to augment, and cope with your schedule, whether to add up manpower, equipment, technologies to expedite and recover to the delays incurred. Agreed with your Subcon on the recovery program to be implemented.

I have always noticed that coordination delays are generally caused on Projects where the Project Goals are not aligned with the subcontractor's goals. The idea would be to identify if this is the root cause and then restructure the contracts so that the project goals and contract objectives are in unison. This could mean having common milestones or deadlines or favorable payment terms. This will make the coordination seamless.

Claro, es crucial mantener la flexibilidad y la creatividad cuando enfrentas obstáculos como retrasos en un proyecto. Explorar soluciones alternativas como buscar nuevos subcontratistas o redistribuir las responsabilidades entre el equipo puede ser la clave para mantener el impulso y asegurar que los estándares de calidad se mantengan. La adaptabilidad es fundamental en la gestión de proyectos.

As per my experience, the selection of right subcontractor based on 1). Previous experience in similar kind of project 2). Cross verify with known person about their previous project executed. 3). Interview of key person/ stack holders who will be involved for that particular project. 4).Try to understand them & their financial back up whether they have caliber to execute the project with proper cash flow. 5). Arrange tender meeting and prepare PTC. Try to Resolve their maximum queries. 6). Finally verify the previously approved eng. Documents for similar kind of project. In spite of above , finalize the contract with them with proper scope of work and involve project manager to oversee the scope matrix prior to sign the contract.

One of our best practices is to be very selective of who we use for sub work. We stick with those subs that have proven themselves on past contracts even though they may be a little bit higher than the other guy. If you don’t have a good reputation, you’re not going to damage ours either.