This is aimed primarily at those of you who work in situations where quite a number of different people get involved on most projects.
How do you make sure that those who are actually doing the work fully understand what the client wants and needs? No matter who is the first to talk on the phone, for example, with the client, how do they convey to everyone else the client's needs, preferences, backstory, deadline, cost concerns, valuable history, etc.
My world is completely different. I talk to the client. I do the research. Much of the time I'm in the field on that job. I finalize the plat/whatever is needed for the job. I bill and I collect. I'm in contact with the client at the beginning and the end. That portion of the job handled by others is done under by direct supervision and scrutiny. Every job, no matter how big or small.
On some jobs there are tons of little details that influence thoughts and actions along the way. How can you ensure your co-workers have all of that information in their minds as they work through the project? How do you it?
In a perfect world it would be spelled out in the contract for the project. The problem is making sure every person involved has, reads and understands that contract.
A kickoff meeting with the client and all other parties involved in the project is very beneficial. I typically go around the table and ask each party about what is needed and their expectations and concerns. I then take all of this info and send out an email to all of the parties stating what we talked about and my understanding of each of the parties' needs. This one step has saved my bacon many times as once the people receiving that email read through it and think about it they may realize they forgot to mention something, of if I have interpreted their needs incorrectly it gives us a chance to get on the same page at the inception of the project.
In a project that goes for a considerable period of time, I typically will create monthly updates of job progress and issues and keep all of the parties involved via email, and I make sure all of the parties are copied so that any issues on one aspect that may impact the project for any of the other parties involved is notified and has a chance to weigh in or at the least discuss solutions that benefit all of the parties.
In regard to the details for the internal team(s), I prepare a type of work order form that lists every phase of the job in the field and office with specific instructions to all field and office personnel that they can refer back to as the project progresses. This may be revised multiple times via addendums as project issues come up and are dealt with internally, but for the most part this approach works well. I've found that if you can shut the door for some peace & quiet and take the time to write everything out and then meet with your teams and go over the project before it is started there are fewer potholes along the way.
Sounds like you are doing the same approach & it sounds like you are finding (like I have in the past) that communication is key when dealing with multiple outside parties on a project. It can take up a lot of office time to keep up with the emails & reports, but having something in writing to back up your project related processes and the final product you release to all of the parties is key to success.
Chuck
repetition of services, at least for field crews and drafting people. I used to manage a few crews and inside techs. By requiring the same thing over and over it becomes instinctive. I started with check lists but eventually things evolved so it was known what was necessary.
Of course, written communication rules,
Dtp
