Six Strategies for Improved Communication in Construction Projects
Jerry Aliberti • April 18, 2024
Six Strategies for Improved Communication in Construction Projects
In this episode, Jerry Aliberti navigates the critical issue of communication in project management within the construction industry. Recognizing that poor communication is a leading cause of project failure, Jerry delivers six actionable strategies for enhancing team interaction and ensuring everyone is working cohesively towards common objectives. From the necessity of daily huddles to the intricacies of look-ahead scheduling, internal operational meetings, process development, understanding the chain of command, and the art of listening, Jerry dives into each element with the expertise and insights drawn from years of industry experience. Tune in for a deep dive into building a more united, proactive, and successful project team.
Key Takeaways:
1. The importance of quick morning briefings to set daily and weekly expectations.
2. Utilizing two-week look-ahead schedules to prepare for and anticipate project needs.
3. Conduct regular internal operational meetings to share updates and strategic insights across projects.
4. Standardizing processes to maintain consistency and efficiency across tasks.
5. Defining a clear chain of command to streamline decision-making and accountability.
6. Emphasizing the need for strong listening skills to foster a supportive and collaborative work environment.
Join host Jerry Aliberti as he delivers these insightful tips with a focus on real-world applications and promotes a culture of excellence in project management. Don't forget to leave your thoughts in the comments, subscribe to our channel for more guidance, and help your project site overcome the communication gap for better project outcomes.
For more information on how Pro-Accel can help you increase communication in your organization, visit the Operations Assessment page.
For immediate assistance, you can reach out to Jerry at jerry@pro-accel.com or click below to schedule a Free Consultation.
The Challenge One of the most overlooked problems in construction is confusion over who is actually in charge of the project. In smaller companies and on smaller projects, it often falls on the superintendent. They have the field experience, are respected by the crews, and drive the work forward, while the project manager plays a more supporting role. That structure works when the projects are small, but as the company grows and the projects become larger, the cracks start to show. Clients expect the project manager to lead. They want answers on budgets, schedules, and commitments. The word “manager” in the title makes them assume that the person has the authority, and in my years of experience, they should. Meanwhile, the superintendent’s value is in driving the day-to-day in the field and keeping production moving. When the lines between the two are not redefined as a company grows, tension builds. Superintendents who have always “run the job” struggle to let go. Project managers who have always supported now need to step into leadership. The lack of clarity creates a tug of war inside the company.
Welcome to the first edition of The Growth Accelerator. This newsletter is designed for construction owners who are serious about scaling their operations without compromising profit or control. After 22-plus years in the industry, managing hundreds of millions of dollars in projects in the field and leading estimating teams responsible for more than $12 billion in projects, I have seen the patterns that make or break contractors. Each week, I will share insights from the field and boardroom to help you run a stronger, more profitable business. So let’s dive into the first issue topic! I figured I would start with the topic of one of my most viewed LinkedIn posts, which received over 225,000 impressions!
Struggling with large-scale construction budgeting? I can help contractors and developers plan, manage, and optimize budgets for complex projects. Read on...
