We All Have Problems – The Question Is If We Address Them Early or Late

Problems: Solve Them Early or Pay the Price Later

In our projects, problems are inevitable. The real question is whether we deal with them early, when they are manageable, or wait until they become expensive, time consuming crises.

Right now at Lean Built, we are in the middle of an exciting phase. Switch gear shop drawings are in progress, the surveyor is lined up, bids are coming in from early release trade partners, and we are about to do bid leveling. We have also signed our first MSA, which is a big milestone for a new construction company. As part of our preparation, we are reviewing every single drawing in the documents to make sure the team has exactly what they need.

This review process reminds me of planning charrettes I experienced in the past. These sessions involved gathering everyone together, brainstorming openly, identifying issues, and assigning action items. Going through drawings in detail always reveals something that needs attention, from procurement log updates to required permissions. Addressing these early prevents them from becoming bigger problems later.

For example, on our current project we are tracking the permanent power feed. We have also flagged insurance requirements and the release of certain trade partners to secure procurement. This might make us seem overly cautious, but in reality it is productive paranoia, staying ahead to avoid being caught off guard.

Another example is steel procurement. We chose to go out to bid early, which turned out to be the right call. A couple of trade partners dropped out the day before bids were due. While that was frustrating, our early action gave us the time to find another contractor without delaying the project.

Unfortunately, some people believe in “strategic waiting” which means holding off until all information is in before acting. I have never seen this help. You end up discovering the same problems later, but with far less time to respond, and the end date rarely changes to accommodate those delays. That means long hours, weekend work, and unnecessary stress for the team.

The reality is, none of us are perfect. Whether you see it as being poorly evolved primates or fallen man and woman, we will make mistakes and miss things. The solution is not to pretend we can avoid errors, but to actively seek out problems early. Make problems finding part of every meeting. Bring them to the surface, prevent what you can, and solve the rest before they spiral out of control.

The bottom line is simple. Problems are guaranteed. The choice is whether you deal with them early, when they are easier to manage, or late, when they can derail your project.

Key Takeaway:

Every project will have problems. The difference between success and failure is whether you find and address them early when they are manageable, or late when they become costly and disruptive.