A Comparison of Operational Tools and Operational Behaviors

By Gregg M. Schoppman, FMI Corp.

Like the millions of other overweight Americans seeking a weight loss solution, we invested in a Peloton bike. Interesting choice of words – “invested.” While there are certainly differences of opinion, Peloton has an amazing product that is well crafted and sound. Additionally, there are a cavalcade of add-on features (read – more money), to enhance the rider’s experience. Now for the punchline. Like so many who have purchased this product or any other expensive device for the home, please explain why it has become a glorified coat rack in our bedroom? Theoretically, if one looks at the investment alone, my extra pounds should just fall off, as if through some sort of “bike osmosis” or simply intimidation of a price tag. “Wow – this guy is serious now. We better get off his belly before he hops on it!”

Jokes aside, there are also many organizations that spend countless hours in consternation about large scale capital purchases within their organization. Currently, there are no shortage of outstanding technological solutions that help in cost management, estimating, document control, etc. Similarly, these are not inexpensive solutions either. It is not to say that they are not worth the return on their investment, but for many firms, that ROI is never achieved. Just as I would be better served to throw on a pair of Nikes and walk around the block, firms could just as easily rolled our a firmwide spreadsheet to manage costs and saved themselves the agonizing financial gut punch that comes with some software or application. So, in this day and age, are we advocating for a return to being a firm of neophytes? Certainly not. However, the ROI is only achieve through process adoption, process vetting and long-term accountability.

Process Adoption

Would I like to be able to cycle like my neighbor who does 50 miles in a pop? Not really. However, it would be nice and probably help with the aforementioned condition. That being said, it proves the point that there is never a single process that should govern every individual. Firms are similar. What works for one firm may not be applicable for another. The more important theme should be around codifying the process internally and capturing those specific nuances that are exclusive to the firm. For instance, consider the following:

• Assignment of responsibilities – Who should take out the work order, who should generate the purchase orders, who should handle the site logistics, who should take point on a punch list, who should be the customer’s point of contact post construction, etc.
• Timeliness of responsibilities – What is the expectation for a process step (i.e. no later than a week, etc.), what is the expectation around escalation (i.e. if you don’t hear from a customer in a week, contact your supervisor, etc.)
• Predecessors – Normally discussed when referring to a project schedule but a firm’s process should identify all of the relevant items that precede a critical milestone. For instance, what should happen before a kick-off meeting to ensure it is successful? What should happen before a look ahead plan is turned in?

Process Vetting

Everyone should exercise, but asking me to run a marathon probably isn’t happening. I recall a line from “Lord of the Rings” where Gimli the dwarf said, “Dwarves are good over short distances.” While I am not a dwarf nor a runner, there is the right exercise for me out there. What better way to investigate if a process works but vet it. Put another way, before a process is rolled out and made part of the firm’s dogma, it should be run through a series of beta testing. Use the feedback garnered in the beta testing to make subtle changes and refinements. Chances are the elements created in the process’ development will be correct but allowing for feedback has two desired outcomes. First, there are always things missed. While hardly egregious misses, this will ensure changes are captured. Secondly, there is the added benefit of creating a sense of evangelism. Change management is difficult but by having participants that test drove the process validate the benefits to peers, is priceless.

Long-Term Accountability

I am about to expose the biggest secret of the fitness/weight loss community. Accountability. Whether it is an application that tracks your movement or simply checking the box and acknowledging the exercise occurred, accountability is essential. Without some mechanism to ensure the riding is happening, the Peloton will become a bedroom paperweight. Whatever application or software or firm uses – whether it is a simple firmwide spreadsheet or global ERP system – there needs to be a step where the users are “checked.” This is not meant to be big brother hovering over a project manager. Rather, it ensures the firmwide tools are leveraged. In the end, if failure occurs, it allows the team to identify the root cause. “Wait, this project lost 4 points in margin. We also show we didn’t do preconstruction planning.” Chances are there is correlation between the failure to adopt the process and the loss.

While this is a tongue and cheek examination of how processes, tools and behavior are interrelated, there is truth to having a strong interplay between the Brand X Operational Model, the tools it uses and how firm-wide behaviors are adopted and monitored. Everyone more than likely has the best of intentions but while these three guard rails, so many tools simply become lost leaders and operations manuals become mere suggestions. Finally, if anyone has a need for a “never used” high end exer-cycle, drop me an email.

About the Author

As a principal with FMI, Gregg specializes in the areas of productivity and project management. He also leads FMI’s project management consulting practice. He has completed complex and sophisticated construction projects in several different niches and geographic markets. He has also worked as a construction manager and managed direct labor. FMI is a unique and fast-growing firm of professionals passionate about creating a better future for engineering and construction, infrastructure and the built environment throughout North America and around the world. For more information on FMI, please visit www.fminet.com or contact Gregg by email at gschoppman@fminet.com.