How To Be A Better Construction Project Manager

It’s absolutely amazing. So what are the eight steps towards being a better manager? We’ve covered how to be a manager, but how can you be a better one than you already are? What is an example of what great project managers do? And how can you approach your role to really head in this direction? We’re going to share all that right now. I hope you’re stoked because this is going to be great. 

What Project Managers Need to Say

As we begin this blog post, I do want to say that I love project managers. The role of a project manager is crucial, and the role of PM and superintendent working together as equals is the best way to do it. The project manager will be involved early on in pre-construction, probably even interviewed or proposed for the project, will make sure the project plan is complete, supervise it throughout, be ultimately responsible, and then close it out—even through the warranty period. This is a big job, and we rely on project managers so much, but they can’t do it all.

The main thing a PM needs to learn to say, if they want to be better than they already are, is: “What do you need? How can I help?” This does not mean that they are someone’s servant or assistant. It means that in their very ennobled role, their high station, they need a lot of people to help them—from pre-contract construction to the warranty phase—for this project to succeed as a whole. Anytime those folks arrive at the project site, it’s the project manager’s job to ask, “What do you need? How can I support you? How can I help?” Once the PM enables what they need through finances, decision-making, permits, contracts, etc., then they can do their job, work well together, and ensure the project’s success.

How to Manage Projects as a Leader

1. Manage the Project as a Leader: Not just finances, paperwork, and emails. A project manager is at their best when they are walking the project, leading the project, engaging with the team, training people, working with trade partners, governing the numbers, and managing risks. This involves much more than answering emails and dealing with paperwork. It means understanding the schedule, having a relationship with the superintendent, mentoring project engineers, knowing trade partners by name, engaging in meetings, providing clarity, and doing check-ins.
2. Understand the Schedule: Project managers should never say, “Let me check with the superintendent,” when asked about the schedule. They should understand the schedule just as well as the superintendent and be able to explain it. This is essential for writing contracts, aligning procurement, and ensuring the quality system runs properly. The only time a PM should defer to the superintendent is when making decisions or adjustments to the schedule.
3. Be in Touch with the Field: A project manager needs to be in touch with the field, listen to conversations, take field walks, check in with the craft, and understand the foreman’s perspective. During daily meetings and scrum sessions, the PM should always be in tune with the project’s needs.
4. Lead the Scrum Process: Use the scrum system to accomplish tasks and enable flow for the field. This involves a 5 to 15-minute daily stand-up huddle, prioritizing tasks, and ensuring the team works in one process flow. Regular planning meetings, daily check-ins, reviews, and retrospectives are crucial.
5. Build the Team: Be familiar with Patrick Lencioni’s books from the Table Group. Use exercises like the personal histories exercise and the positive comments exercise. Understand how to build a team, run remarkable meetings, create clarity, and engage the team. Building a strong team is essential for project success.
6. Manage the Pre-Construction Process: Ensure the project is remarkably planned before it starts. Monitor the budget and overall schedule during the schematic design, design development, and CD phases. Collaborate with the superintendent and make the project plan a team effort.
7. Ensure Optimal Information Flow: Make sure information flows from its inception to the craft in the shortest amount of time possible. Effective communication systems, submittal systems, RFI systems, and timely posting to the field are key. Always think about what the supers, foremen, and workers need and when they need it.
8. Provide a Buffer for Your Team: Represent the team to the owner and corporate, ensuring their needs are met and keeping them informed. Shield the team from chaos, manage external accountability, and maintain a calm, productive work environment.

Important Reminders for Construction Project Managers

You are like a celebrity manager, not a celebrity agent. A project manager helps their team succeed, provides training and support, and brokers the resources they need. You are not just a legal representative; you are a builder, a support system, a coach, and a resource broker.