What’s missing from web based project management systems?

One of our more recent claims projects was a just-completed $500,000,000 high-tech construction project. Hartman Strong Hartman was contracted to forensically analyze the project schedule, as well as the contractor/subcontractor contract administration and project communications. We performed as required in order for us to understand the causation of critical path delays and project cost overruns. These findings allowed us to make our recommendations to the client for contract equitable adjustments relative to the levels of subcontractor performance.

This project was a highly complex design and construct project, incorporating over a million square feet of wafer-tech manufacturing, data center, chemical storage, food service and offices; all spread out over seven stories. This was not only a complex design, it was fast-track construction to the point of initiating excavation and subgrade work with only a basic understanding of the building programming; unquestionably a design-build project!

This is certainly the type of project that benefits from the implementation of web-based project management software. Hartman Strong Hartman prescribes and supports the utilization of advanced scheduling and cloud-based project management systems. Our client utilized an extensive cloud-based contract administration program allowing global access for company executives and owners. As intended, the project management software allowed everyone from project executives to superintendent to operate within a highly functional and communicative environment.

Sounds like the perfect framework for project success, right?

Well it was a highly successful project. The owner is quite satisfied with the buildings performance; in part due to an amazing team brought in from all over the US to manage. And yet there were schedule delays, cost impacts, and discontent that required extensive mitigation and claims management. Could they have been prevented in this type of environment?

Not entirely, and in this type of fast-paced environment, construction companies have to expect and plan for change. Budgets require significant contractor-controlled contingencies that allow for contract adjustments. The team has to be proficient at anticipating project impacts, collaborative team deliberations, and their required course-corrective instigations. Project schedules require constant updates that actualize and report effectively. Web-based systems exchange this type of data and empirical information very well. Schedule updates, change orders, meeting minutes, and other routine project documents are perfect for that common project interaction.

So in this a mega-project world, where do we discover the root cause of many of the issues?

In the field with the folks that are actually constructing the project. Subcontractor look-ahead schedules not tied to the latest baseline update. Superintendents that may be great at driving production yet are not as communicative as required for web-based operations. Crew-loading and production levels that may be addressed in a field meeting, yet are not communicated appropriately to management through the cloud-system, and therefore not mitigated by management. Subcontractors that appear to be productive and yet are working on change orders and not managing their critical path work. Small issues in the field, not appropriately communicated in a web-based world, will not addressed in a timely manner by management. Without effective “human-interface” protocol they become larger issues that can have a significant effect on the project.

As we analyzed the issues, interviewed team staff, and reviewed thousands of project documents and emails we recognized that the depth, interpretation, and utilization of the information placed upon the servers varied greatly. Typically, person to person human interaction acknowledges these different attitudes and personalities. In everyday life people tend to adjust to each other’s “style” regarding different methods of communication. This is a fact of life, and through our mediation and conflict resolution practices we recognize these personal differences, that typically cannot be demonstrated through a cloud-based system.

A web-based system that is so vital for complex project management is reliant upon the quality of written word. This form of communication becomes paramount while limiting personal interaction. Without in-person feedback, the sender tends to assume that the receiver interpreted the information as it was intended when sent. And if the recipient cannot express or challenge this in writing, then that issue is assumed accepted. Later when a project is impacted, everyone is wondering how things went sideways; this is not the time to realign the process. By then it is far more costly and difficult to clarify and resolve.

What’s seems underdeveloped in web-based project management is the personal interaction.

As projects become more complex requiring companies to implement advanced information systems, there is a need for acknowledgement, mentorship, and adjustment for each individual and their personal interactions.

From an overall project risk management perspective, this is an imperative that needs to be addressed. In our Risk Management program Hartman Strong Hartman can work with project management, project schedulers, and field personal to ensure that this human element be employed.   We can facilitate a process that utilizes both web-based systems and the human element to yield the highest success for the project and the company.