Appfluence, a project management software provider, recently did a guest post for Construction Junkie that shares the results of a survey the company conducted of 20 different construction project managers, as well as a handful of executives from various construction firms. Their goal was to establish a sort of benchmark by which other construction project management professionals could gauge their own daily progress.
Here is an overview of their findings:
Emails: If you find yourself dealing with more than about 40 emails per day, look for ways to cut back. One way to do this is make sure that each email contains clear, easy-to-follow instructions. This will reduce back-and-forth. For those of you spending too much time digging through your inbox, consider saving important correspondence and document as they are received in a system like Priority Matrix.
Meetings: While meetings can seem like a waste of time, as long as they are run efficiently, they are a great way to share information with your team. To get the most out of meetings, plan your meeting minutes according to pre-existing information about project status and close the meeting with clear action items for each individual.
Construction Document Management: Whether you’re using a software solution or simply shared folders to manage your documents, consider utilizing a project administrator to keep track of it all. If your projects aren’t large enough for a full-time person in this role, this position can act as the point-person for documents on number of projects for your firm simultaneously.
Project Management Software for Construction: Oftentimes, the software used on a project can be determined by factors outside of your control as a construction manager. However, the most important factor may not be the software itself, but earning your teams buy-in to use it consistently in order to keep information centralized in one place for quick access and effective operations.
In my experience, there isn’t a one-size-fits-all solution in terms of construction project management software. There are plenty of tools that can handle most, if not all aspects of a project, but as pointed out above, you don’t always have control over which tool will be used on a construction project.
The real key differentiator that I’ve seen between OK project managers and great project managers is that the great ones have their own internal workflows and processes that can be adapted to any tool available.