...modeling planning technology. Mullen says project managers have tended to learn BIM “on the job,” but now Structure Tone is creating a special training room to teach it in a class format.
New training can also be informal, particularly when a contractor assigns core project management staff with duties normally outsourced or handled in the field, says Del-Sano’s Del Russo. “We tried to limit the layoffs, so in management we have hunkered down,” he says. Now, project managers are handling more prebid meetings, site visits, and preconstruction surveys. And he is tasking central staff to evaluate smaller-scope projects Del-Sano might have overlooked before.
In addition, Del-Sano is having project managers back each other up in a team fashion more often by assigning scheduling or precontract building scope work to a colleague whose own project is not as busy. The end result enhances project manager skill sets, Del Russo adds.
GCA’s Richardson also says she is seeing contractors cross-training project managers for estimating and procurement of materials or subcontractors. “That’s a smart way to run a business,” she says. “But that unfortunately is an indicator of how difficult times are.”
Staying the Course Contractors should not overlook a clear opportunity of not being busy – improving client service and deepening core owner relationships.
For instance, Structure Tone has tapped into firm’s long-term financial and insurance company clients to earn a slate of data center installation projects outside of New York.
Malkin is also spending more time with clients, often on detailed budgeting exercises that Durels says has helped some developers decide to move ahead on projects.
Mining long-term relationships also pays off for Del-Sano, which in recent years built an expertise managing through the federal Housing and Urban Development section 202 award process. The program each year disburses money to non-profit agencies to build projects. Del Russo says his firm’s track record on such projects in New Jersey not only wins new jobs but also lends credibility to the agencies that every few years apply for a new allotment of the awards.
And now Del-Sano has even more time to sort through proposed projects to help clients win the awards. “In a normal market when it’s busier, it feels like you don’t have enough time for that,” Del Russo adds.
Some firms are using the down time for other strategic changes. Structure Tone is investing in a new enterprise resource planning program covering financial systems and project management tools. “It’s another big investment to make us a stronger firm when things do begin to turn around,” Mullen says.
Others are investigating new project delivery models while there is time to assess them. The Connecticut AIA’s Jones says there is more interest in integrated project delivery – the process built around the BIM concept of bringing every project player’s input and participation into the job at the earliest possible juncture. “It’s not a brand-new delivery method, but it is something that has really gained steam because of the current economic climate,” she says.
HOK’s Galioto also sees more contractors exploring integrated project delivery. While there are still snags, such as when to bring in subcontractors, he says an overall goal of expanding project communication and working collaboratively is healthy for the industry, he adds.
Galioto says several leading construction firms are closely studying other ways to collaborate with project partners – and hopefully they will help forge a new model. “This is a perfect time for everyone to retool and set the standard,” he says. “How will we deliver projects to our clients together in a more efficient manner, with higher quality?”
