General Superintendent Project Observations

Key Performance Indicators As the General Superintendent, you have the knowledge and experience to recognize how healthy a project is by asking enough questions and looking objectively at the situation.

Safety and Risk Management Environment:

Are We setting the tone and providing Safety Leadership?

How engaged is the Superintendent? How much has he delegated?

How do the Safety Metrics for the project look? (Recordable a, Incident Rate, Near-Misses)

Are we setting the tone for proactive planning of safety into the performance of the work? ( Have we successfully prevented safety-related fire drills?...how often do work activities get shut down or reorganized because (foreseeable) safety issues come up during the performance of the work?

How well have we planned ahead for the worst case? Is the Crisis Management Plan up-to-date? Have we made contact with local emergency services providers to ensure that we are coordinated in our emergency responses?

How well are we handling New Worker on site orientations?

Are we religiously using JHA's?

What is the situation at Leading Edges and at the roof? How are we providing Fall Protection?

Do we have a well-planned Fire Prevention Program? Has this program been communicated to the subs? With local Fire Dept? With Facilities personnel?

Fire Extinguisher Program maintained?

Clear worker access routes?

Adequate, legal Lighting?

How well are we addressing Public Safety? Clean streets and sidewalks? Adequate way finding signage for the public?

Good control of Site Access?

Are we proactively planning our work and implementing a formal ILSM process?

How well are we addressing Overhead Protection?

How proactively are we dealing with Infection Control? Formal ICRA Process? Are we using Impact Statement process? Involvement of Facilities Management?

How proactively are we dealing with Elderly, sight-impaired or disabled public adjacent to site? Clean streets and sidewalks? Adequate way finding signage for the public?

Is EVERYONE wearing ALL of the required PPE?

Site Housekeeping? Daily? Weekly? Proactive or Reactive?

Fences and Access Points onto Site well marked and well maintained? Do our Fences comply with Andersen Temp Fence Protocols?

Organization and Logistics:

How does the job present itself?

Does it look organized and professionally run?

Fences and Access Points onto Site well marked and well maintained?

Trailer Camp and Site Offices Organized and Professional?

Site Cleanliness?

Is the Project Office easily accessible to the Site?

Clear worker access routes?

Crew and Staff Parking - Organized or a free - for - all?

Crisp Signage?

Project planning & Schedule Performance:

Is the Schedule running the Work or is the Work running the Schedule?

Is the Project Schedule posted where it can be accesses by everyone on the Team?

How are we doing relative to the Baseline Schedule? Baseline vs. Actual...How does Float Erosion look?

Is the Superintendent maintaining the project schedule with Weekly Updates?

Is the 4 Week Lookahead Schedule discussed in detail at the Sub Meeting? Or is it just handed out?

Is the current 4 Week Lookahead Schedule representative of what is actually happening in the field? Can I take the schedule into the field and see the same activities taking place when and where they are depicted on the Lookahead?

How consistent is the ability to maintain the schedule? Do things happen when they are scheduled to?

How accountable to the schedule do we hold ourselves? Our subs? Our Client? The Architect?

Are we tracking Major Procurements on the Project Schedule? Are Major Procurements being tracked and updated along with current with the schedule updates?

Is the Flow of the Work clearly recognizable and logical? Do you see evidence of jumping around - working around problems instead of solving them to prevent them from impacting Flow?

Do we have early signs of schedule denial?

Do we have a solid plan to obtain Occupancy? Do we have a Final Inspection Schedule that identifies how we get there?

Project Owner, Architect & Subcontractor Relations/ Environment:

Client

Form of Contract: Negotiated Or hard-bid? Owner: Collaborative/Team Oriented or Aggressive/Difficult? What is the condition of our relationship with the Client? Design Team: How complete are the documents? How many ASI's and RFI's do we have thus far? Design Team collaborative and solution-oriented? How responsive is the Design Team to project issues? Are the project issues (that need Design Team involvement) created by problems with the design or problems with our execution?

Familiar with his roles and responsibilities as Owner? Is he responsive and knowledgeable in his dealings on project issues?

New Client? Or long-standing relationship?

Collaborative or Adversarial?

Design Team

Proactive Leadership or Reactive Response?

Long-standing relationship or first project with them?

Proactively understands and fulfills roles and responsibilities as Design Team? Responsive and knowledgeable in their dealings on project issues?

What is the Andersen Team's opinion of the documents?

How complete and coordinated are the doc's?

Subcontractor Performance

Any known low-performing subcontractors? Do we have a credible plan for proactively managing them?

High percentage of high-performing subs?

Majority of subs are Union?

Long-standing relationship/known commodity? Or lots of new subs?

Team Health

Field Supervision: Foreman level and below

Core Supervisors are Andersen regulars?

Proactive and Good Planners? Fire drills not the norm?

Rising Stars on our Team at this level? On the lookout for career-development opportunities for these guys?

Carpenters and Laborers are predominantly Andersen regulars?

Project Management and Superintendent Staff

Do we have any issues relating to out-of-town personnel? (Short work weeks due to travel, family issues relating to being gone, morale etc)

Is the Team running the job or is the Job running the Team?

Does this Project have an appropriate amount of Senior Management attention in light of current project issues, visibility or risk?

Do we have strong engagement and effective leadership of the Team at the Senior Project Manager position?

Do we have effective Leadership at the Project Manager position?

Do we have effective Leadership at the Project Superintendent position?

Good Collaborative relationship between PM and Supt?

Do we have a Functional (versus a 'dysfunctional') Team?

Are we mentoring our young guys to ensure that they are successful and they become Builders and not administrators?

Have we identified any of our staff that may be struggling and are we getting them help/dealing with the issue?

Are we staffed in keeping with our Budgeted Staffing Plan? Are these costs tracking with our budget projections?

Have we identified the Rising Stars on our PM staff? Have we communicated their performance to senior management to ensure their visibility and career growth opportunities in the future?

Quality Control

Do we have a Quality Control Plan that is relevant to the project? Was it a Team work product- is the Team bought in?

Are all relevant submittals approved and in-hand on site prior to starting the work item?

Are all the submittals being reviewed by the superintendent?

Are we holding Pre-installation conferences/ Prejob Meetings with every subcontractor before they start work to ensure that they understand and will meet our expectations?

Are there any Non-conforming items have not been resolved? How long has this issue been outstanding?

Good impression that the work is organized, clean and professionally executed? Are we delivering a product that makes us proud?

Are Changes to the Contract Documents being efficiently distributed to the field and to the subs? Are we absolutely sure that changes to the work are making it down to the guys who are putting the work into place?

Project Management Systems

Job Purchasing: Invoices current? Using the PO system effectively?

PM/Supt bid analysis, scoping and pre-award consultation/sub meetings

Weekly Staff meetings: are we holding them religiously?

Are we reviewing each weeks 4 week Lookahead at each Staff Meeting? Do the PM's and PE's have good involvement with how their procurement, buyout and submittal process work affects the schedule?