As more market share trends toward collaborative delivery methods, sophisticated preconstruction services are becoming the foremost differentiator for general contractors and construction managers. Firms with strong preconstruction functions are positioned to win a greater share of the work and execute it more profitably than peers.
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Operationally superior companies continuously review and update their processes, and that discipline extends to post-job procedures as well. Here we talk about post-job process improvements and how you can leverage insights from one job to better your entire organization.
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Operationally superior organizations are constantly evolving and adapting to changing conditions with clear goals and ways to measure progress. The easiest place to start on continuous process improvement is developing a playbook or standard set of practices. Once those have been implemented for a period of time, review and assess if they’re working.
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For many engineering and construction (E&C) firms, the first area they turn to for improvement is the field, since it often seems to be the easiest place to work on efficiencies. Yet, operationally superior organizations know that you must implement the right practices, processes and people across the organization – including field teams.
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When engineering and construction (E&C) firms think about leadership development, the focus naturally goes to C-suite and business development teams. While those managers are a critical part of a firm’s ultimate success, companies often neglect to develop on-site leaders who are ensuring projects are completed to exacting standards, on time and on budget. World-class construction firms […]
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To be operationally superior, E&C firms need to develop and implement preconstruction processes that will create a defined game plan before people show up to a job site. Being organized helps retain talent, win business, improve productivity and increase profits.
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Being selective about what projects you take is becoming a business imperative in today’s market. Engineering and construction firms need to have superior execution that aligns with clear strategies to increase their competitive advantages.
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By carefully evaluating jobs and employees, E&C companies are better positioned to meet operational needs and address talent requirements among a workforce that can afford to be demanding.
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The statistical risk of taking on a bad job increases with the size and number of projects. Sophisticated project selectivity controls can help manage this risk and make balanced, objective pursuit decisions.
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A focus on team productivity and unity will provide sustainable short- and long-term success.
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