Scheduling construction work is one of the keys to a successful project. All parties must have a clear understanding of what is expected of them and must agree that those expectations are realistic. With that understanding, the other key item is that workers need to stay continuously on the job until complete so they get up on their “learning curve” and do not have to retrain later.
All projects are scheduled in Gantt chart form with a critical path analysis. This schedule includes no “slip time” and is posted at the job on the wall of the construction trailer. It becomes the document that all the subcontractors must perform to and essentially provides the incentive to perform ahead of contract requirements. This “Wall Schedule,” as it is called is available for inspection by the subcontractors, architects, bank inspectors, and owners. It’s representative of the company’s philosophy of setting stretch goals to assure the highest level of performance.
Schedules are reuced to their simplist form:
For multifamily and hospitality, it’s units or rooms per day. All workers can understand this simple directive: they will complete a certain number per day; they will be following a specific trade; and they have to be complete because other trades will be following them. As long as they understand this and completely understand their scope of work., the project can flow.
For commercial projects with less repeating of scope, the unit measure will be something like square feet per day, floors per day, or some similar measure. The important factor is that workers understand what is expected and agree that it is attainable.
