Tag Archives: checklists

Skip the Detail

“We understand handoffs,” Max agreed. “That handoff between estimating and project management is so critical that we have a hard agenda, 150 boxes to check. Now, most projects only have, maybe, 50 critical items, but we go through the checklist just the same.”

“And why do you use the checklist?” I asked.

“What we found was that the output from estimating, I mean, it was a great estimate, but sometimes it wasn’t what the project manager needed. Sometimes, we estimate in one unit of measure, but install in a different unit of measure. So we mapped a checklist to make sure that the output of estimating matched the input requirements for project management. It’s all about outputs and inputs.”

“So what went wrong? You identified a problem with the handoff meeting that didn’t get discovered until you were in the field. What happened with the checklist?” I wanted to know.

“I looked at the paperwork. Both the estimator and the project manager just got lazy. Instead of checking all the items, there was just a big checkmark that covered the page. They got busy and skipped the detail. They were trying to save time.”

“And saving time turned out to cost time,” I nodded. “Why didn’t they slow down and take the time?”

“That’s the $64,000 question,” Max replied.

“No, it’s a really simple question. They didn’t examine the detail because you didn’t make it necessary to examine the detail. Often, things don’t get done, because we don’t make them necessary.”

Identifying Timespan

From the Ask Tom mailbag –

Question:
Sometimes, identifying level of work seems elusive. I try to look at the timespan of the task, but sometimes, my intuition just seems off.

Response:
The biggest mistake most companies make is underestimating the timespan associated with a role. In addition to timespan, there are other clues that can help us with level of work.

Examine the task. The first clue to level of work is the timespan of the task. Here are the two questions. When does it start? When does it end? When we imagine a task, sometimes we focus on the middle without truly defining the start and end of the task.

While a craft trade (S-I) might look at a task as a one-day project, the supervisor (S-II) may be concerned about the permit inspection in two weeks. The manager (S-III) may be concerned with the system in which the project was completed, accountable for a one-year warranty that accompanies the work product. The VP of Quality Control (S-IV) may be accountable beyond the warranty to multi-year statutes related to defects. For the role, when does the project start, when does the project end?

Examine the tools. A craft trade (S-I) generally uses real tools, machinery, equipment. The supervisor (S-II) will use schedules, checklists and meetings. The manager (S-III) will use flowcharts, sequence and planning. The VP (S-IV) will use multi-project Gant charts.

Examine the problem solving. A craft trade (S-I) may make good use of trial and error problem solving. The supervisor (S-II) may rely on documented experience like SOPs and best practices. The manager (S-III) may employ root cause analysis. The VP (S-IV) has to look at multiple systems simultaneously, systems analysis.

All of these are clues. With the work defined, the next question, is the team member effective in the work?

S-II Power Tool

Phillip was all ears. He slowly understood that the role of the supervisor was different. While the role of the crew member was to do the work, the role of the supervisor was to make sure the work got done. It required a completely different set of skills. It had nothing to do with hammers, saws or heavy equipment. It had to do with scheduling people and materials. It had to do with making sure the work was complete and finished on time.

“You said we need to teach our PMs how to put a schedule together?” Phillip asked.

“Yes, and a schedule is only one of the tools of the supervisor. Another is a checklist.”

“You mean, like the punch list we use at the end of the job to wrap up unfinished details?”

“Yes,” I nodded. “Why use a checklist only at the end of the job. Checklists can be useful through the entire project. There are a hundred things that need follow-up and no one can keep all that in their head. In fact, after a few jobs, a master checklist can be created for different parts of the project, like a template that can be used over and over.”

“And we should teach this to our supervisors?” Phillip was slowly getting on board.

“Yep. I know it comes second nature to you, but not to your junior Project Managers.” I stopped. Phillip had enough for today. “Tomorrow, I will come by and we can pick up the next Project Management tool.”