Pre-job planning

President’s Letter – May 2018

The summer construction season is fully upon us. Let’s take hold of our schedules and not fall into the trap of allowing the tyranny of the urgent to keep us from properly planning all our jobs for execution in the field. Best in Class contractors make it a habit of pre-job planning every project because they know that without this critical tool, they will underperform in one or more aspects. Often the final quality suffers as well as the final profit when this step is overlooked.

Pre-job planning is a simple process with many steps that need attention prior to starting every project. The purpose is to ensure that the entire team is fully informed of the project specifications, site limitations, owner expectations, labor budgets, and material delivery dates. This is the time to uncover and work to resolve any issues.

Here is a good start on what to include in planning to make this meeting with your project team a success.

  • Specific scope review should include everything about the installation your field supervisor and crew need to know, including the specific expectations of the end user and all the installation methods, materials, patterns and details. Make sure the superintendent, foreman and crew leader understand all specific details and have a copy of drawings, details, product data, and SDS. This can be on paper or digital; whatever works best for your team.
  • List of equipment, along with a schedule for getting it to the job site.
  • List of materials including quantity ordered, identifying any delayed or backordered items.
  • Contact information for all the people involved on the project, including cell phone numbers and email addresses.
  • Job labor budgets and production goals for each unique area. This usually creates some good conversation about feasibility and practicality and helps create buy-in from the team.
  • The overall project schedule with all trade-specific tasks broken out and identified with start and finish dates, and any float days. Doing this will provide the best chance to stage and staff the project in the most efficient manner possible. It will also identify any potential manpower issues.
  • Identify any expected obstacles and concerns, mapping out a plan to mitigate them as much as possible.

This meeting can usually be completed in an hour or less, but it can save you many hours of frustration and most if not all of your profit margin. When the phone never stops ringing – and it seems like the team on the job needs information before they can make the next move – you’re operating in what I like to call “Fire Drill mode.” When this happens, no one is efficient, and profit is being wasted.

That’s why Best in Class Contractors avoid this scenario by properly pre-planning every project and executing a turn-over meeting with their field team.

I’d like to hear how you handle this aspect of your projects, so send me ideas and help me discover what I’m missing out on.

Keep on tiling!
Martin Howard
NTCA President
Committee member, ANSI A108
[email protected]

Martin Howard
NTCA President, Executive Vice President of David Allen Company at | Website

Martin Howard is the 2017 - 2018 president of NTCA and the Executive Vice President of David Allen Company and is an owner of the company.

Martin oversees the Tile, Stone and Pre-Construction Divisions, including all branch operations. He has more than 36 years’ experience in the construction industry including 12 years in general contracting and 24 years in David Allen Company, where he has had management responsibilities in every area of the company’s tile and marble operation.