Whether or not the minions believe they need programmes and plans etc. is irrelevant.
The majority of clients now make all PM aspects into contract deliverables.
This in turn implements what is formally called Beating Stick Management or its more commonly known title Agro-stick Peasant Whooping
Here its up to the client to beat the PM; the PM to beat the planners, cost engineers and any else he feels like; then the planners and cost engineers have free rein to beat anyone they like within the HERAS fencing of the construction site.
Regards,
Oliver
Member for
21 years 5 months
Member for21 years5 months
Submitted by Chris Oggham on Tue, 2007-09-18 09:49
As attractive as James solution might be, I think you have got it absolutely spot on. In order to get to the tipping point described by Andre we must have buy-in from the people who have to make the plan work. As you point out it has to be "their" plan, that way theyll fight to make it work instead of fighting to prove that its no good.
Perhaps that is when we reach, or at least start to get close to the tipping point that Andre mentions.
Chris Oggham
Member for
19 years
Member for19 years
Submitted by Andre Bruggeman on Tue, 2007-09-18 09:33
In Mexico we say "We dont have time to plan, but always have time to do it twice".
I agree that by supporting the key players in developing their plan and helping them track their plan, they will find out that the information we provide is very helpful, with this we should have more and more ambassadors in our field.
But, what I am proposing, is to get a group of us together and develop a plan or a strategy to educate all the subcontractors that do not necessary feel the need for these services. We are all over the world, and we all probably encounter the problem that the smaller subcontractors do not have this capability. What we could try to do is to take some time out of our schedule and as a industry service, show the essence of planning and project controls to the local subcontractors, this way they can be ambassadors as well and show them the need and the benefits of these services.
As an example, we did this here in Poland, we trained some subcontractors in these matters and some were very grateful and some extremely resistant to the point that the did not want to listen to us. Needless to say, the ones who started using this were somewhat succesful.
I think that the problem that I encountered was that I was not persistent enough, to try it with all subcontractors, and that I was not really prepared to make this introduction and teaching to all. Each subcontractor is different, and if we can develop on this website an "introduction package" for each different type of industry or type of contractor and we can use this to spread out the idea even more.
Just throwing ideas out there. By the way, how can I start a area in this website to add the presentations that I have.
Member for
19 years 6 months
Member for19 years6 months
Submitted by Wolfgang Heim on Tue, 2007-09-18 08:46
I take it step by step or rather project by project in creating the "tipping point" on each individual project. After which many ambassadors spread out into the world and will be looking for it on there new project. In my humble opinion communication is the key, and i do not mean e-mails or any other none verbal form, one needs to look them in the eyes otherwise such change will never come about. Second the advice or information needs to be solid and based on accurate data while with it one should be ready to defend the strategy proposed and be ready to visualize it to them while keeping an open mind towards there expertise which could be called constructability factor. The makers or breakers sometimes need bypassing which is not always a nice thing to do but then we are not in the same boat to become friends but we are there for the project. I would not call it ignorance that they do not know about the technique, and maybe its good so they need me, since it is not the technique that you suppose to sell right? It is the result based on the technique that needs selling. I also think that not everybody is afraid of change but is afraid not being able to do it they way they have done it successfully for so many times which is probably the reason why they have been selected for the job.
Now how to get the tipping point
"Avoid planning it your way and start planning it there way" that is the only way that one will get buy-in from these guys and trust me a CM/SI/SP or Foreman recognizing HIS plan will be more willing to follow and work HIS plan. The same guy will always fight YOUR plan simple because he does not recognize it.
Member for
19 years 5 months
Member for19 years5 months
Submitted by James Griffiths on Tue, 2007-09-18 08:34
Member for
18 years 6 monthsRE: Project Controls & Planning Tipping Point
All,
Whether or not the minions believe they need programmes and plans etc. is irrelevant.
The majority of clients now make all PM aspects into contract deliverables.
This in turn implements what is formally called Beating Stick Management or its more commonly known title Agro-stick Peasant Whooping
Here its up to the client to beat the PM; the PM to beat the planners, cost engineers and any else he feels like; then the planners and cost engineers have free rein to beat anyone they like within the HERAS fencing of the construction site.
Regards,
Oliver
Member for
21 years 5 monthsRE: Project Controls & Planning Tipping Point
Hi Wolfgang,
As attractive as James solution might be, I think you have got it absolutely spot on. In order to get to the tipping point described by Andre we must have buy-in from the people who have to make the plan work. As you point out it has to be "their" plan, that way theyll fight to make it work instead of fighting to prove that its no good.
Perhaps that is when we reach, or at least start to get close to the tipping point that Andre mentions.
Chris Oggham
Member for
19 yearsRE: Project Controls & Planning Tipping Point
In Mexico we say "We dont have time to plan, but always have time to do it twice".
I agree that by supporting the key players in developing their plan and helping them track their plan, they will find out that the information we provide is very helpful, with this we should have more and more ambassadors in our field.
But, what I am proposing, is to get a group of us together and develop a plan or a strategy to educate all the subcontractors that do not necessary feel the need for these services. We are all over the world, and we all probably encounter the problem that the smaller subcontractors do not have this capability. What we could try to do is to take some time out of our schedule and as a industry service, show the essence of planning and project controls to the local subcontractors, this way they can be ambassadors as well and show them the need and the benefits of these services.
As an example, we did this here in Poland, we trained some subcontractors in these matters and some were very grateful and some extremely resistant to the point that the did not want to listen to us. Needless to say, the ones who started using this were somewhat succesful.
I think that the problem that I encountered was that I was not persistent enough, to try it with all subcontractors, and that I was not really prepared to make this introduction and teaching to all. Each subcontractor is different, and if we can develop on this website an "introduction package" for each different type of industry or type of contractor and we can use this to spread out the idea even more.
Just throwing ideas out there. By the way, how can I start a area in this website to add the presentations that I have.
Member for
19 years 6 monthsRE: Project Controls & Planning Tipping Point
I take it step by step or rather project by project in creating the "tipping point" on each individual project. After which many ambassadors spread out into the world and will be looking for it on there new project. In my humble opinion communication is the key, and i do not mean e-mails or any other none verbal form, one needs to look them in the eyes otherwise such change will never come about. Second the advice or information needs to be solid and based on accurate data while with it one should be ready to defend the strategy proposed and be ready to visualize it to them while keeping an open mind towards there expertise which could be called constructability factor. The makers or breakers sometimes need bypassing which is not always a nice thing to do but then we are not in the same boat to become friends but we are there for the project. I would not call it ignorance that they do not know about the technique, and maybe its good so they need me, since it is not the technique that you suppose to sell right? It is the result based on the technique that needs selling. I also think that not everybody is afraid of change but is afraid not being able to do it they way they have done it successfully for so many times which is probably the reason why they have been selected for the job.
Now how to get the tipping point
"Avoid planning it your way and start planning it there way" that is the only way that one will get buy-in from these guys and trust me a CM/SI/SP or Foreman recognizing HIS plan will be more willing to follow and work HIS plan. The same guy will always fight YOUR plan simple because he does not recognize it.
Member for
19 years 5 monthsRE: Project Controls & Planning Tipping Point
Shoot the foremen, shoot the PMs, shoot the Directors and engineers.