So let's look at a typical organizational chart.
Now I took a stand and some of you might say, okay this is very typical, yes it is.
I took a typical project organizational chart that we would put together on
a project, on any given project I've got, right?
So of course the top box is the project manager.
And the office assistant, whether you have one or not is irrelevant, but
it's something to think about, followed by the project engineer and document control.
I mean, these are the individuals who will review your shop drawings,
who will review change orders,
who will review all the documentation coming through your organization.
Because let's face it, it's impossible for
you to manage the entire process without somebody like the project engineer.
Document control person to both sort through, review, and comment and
give you suggestions as to how to best handle it.
Estimator, you always don't have an estimator on the project,
but to me, an estimator is such a great asset, great resource to have.
Because in terms of, let's face it,
we all have to review change orders somewhere down the line.
And having an estimate to tell you whether or
not the pricing is real, it makes sense to justify the numbers.
He or she can be a very valuable resource.
The project schedule, the project schedule is not just their, and keep something in
mind okay, the project schedule a lot of people take project schedules for
granted and that's wrong.
Because the project schedule can be a huge resource in, if he or
she is knowledgeable, to be able to update, maintain and
probably display where your project is status wise.
Yes the logic has to come back to you and he or
she can be a great resource in terms of checking the logic.
To make sure it makes sense, to make sure it complies, picking out words that don't,
so never under estimate a scheduler.
Of course, what I consider to be one of the most crucial individuals
in a job site is a superintendent and the assistants beneath them.
Okay superintendent I can always consider them to be heart and soul of a project.
If you have an effective superintendent, you know what that means,
that means you have a very effective project.
Very few projects without a knowledgeable, an aggressive,
cuz I think superintendents should be very aggressive and
aggressive and a knowledgeable aggressive.
And by the way, a politician as well to the point whether he can manage, he or
she I should say.
He or she can manage the trades down the line,
can be the key component as to whether or not you make a schedule.
Because you can push all you want, you can process all the paperwork you want.
With that you feel general out there which is typically your superintendent
managing the trades.
Pushing the trades, making sure deliveries coming on time and so forth and so on.
Your projects are deadline, so a superintendent, a was considered
superintendent to be kind of like the partner to your project manager.
A case in point being, when you I put together a schedule,
let's say, I always rely on a superintendent.
Because sometimes they have a better feel of the duration or
how long it takes to put together a project.
And it's not fair to the superintendent where you just take a schedule,
compile it without his or her input.
And then just shove it down their throat and then ask them okay, now build this.