Information
-
Job No.
-
Client / Site
-
Conducted on
-
Prepared by
-
Location
-
Personnel
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.
1.0 Safety and Risk Management Environment:
-
Are We setting the tone and providing Safety Leadership?
-
What do the Safety Metrics for the project look like?
-
Recordables?
-
Incident Rates?
-
-
Near Misses?
-
Are we setting the tone for proactive planning of safety into the performance of the work?
-
How often do work activities get shut down or reorganized because (foreseeable) safety issues come up during the performance of the work?
- Hourly?
- Daily?
- Biweekly?
- Weekly?
- Monthly?
-
Have we successfully prevented safety-related fire drills?
-
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 employees on site orientations?
-
Are we religiously using JHA's?
-
How often are JHA's used?
-
Are we providing jobsite fall protection in General Conditions?
-
Are we providing fall protection anchor points?
-
Are fall protection anchor points permanent?
-
How are open sided surfaces (walls, shafts, etc.) protected?
-
At the roof?
-
Do we have a well-planned Fire Prevention Program?
-
Has this program been communicated to the subs?
-
With local fire department?
-
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?
-
How well are we addressing Overhead Protection?
-
-
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?
-
Proactive?
-
Fences and Access Points onto Site well marked and well maintained?
-
Do our Fences comply with Owners Temp Fence Protocols?
2.0 Organization and Logistics:
-
Does it look organized and professionally run?
-
Trailer Camp and Site Offices Organized and Professional?
-
Is the Project Office easily accessible from the Site?
Parking
-
Crew and Staff Parking Organized?
-
Fences and Access Points onto Site well marked and well maintained?
-
Site Cleanliness?<br>
-
Clear worker access routes?
-
Crisp Signage?
3.0 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 Look-ahead Schedule discussed in detail at the Sub Meeting? Or is it just handed out?
-
Is the current 4 Week Look-ahead 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 Look-ahead?
-
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?
4.0 Project Owner, Architect & Subcontractor Relations/ Environment:
Client/Owner:
-
Form of Contract: Negotiated? Hard-bid? T&M?
-
Collaborative/Team Oriented or Adversarial/Difficult?
-
What is the condition of our relationship with the Client?
-
Familiar with their roles and responsibilities as Owner?
-
Are they responsive and knowledgeable in their dealings on project issues?
-
New Client? Or long-standing relationship?<br>
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?
-
Are the project issues (that need Design Team involvement) created by problems with the design or problems with our execution?
-
What is the Team's opinion of the documents?
-
How complete and coordinated are the doc's?
Subcontractor Performance
-
Any known low-performing subcontractors?
-
High percentage of high-performing subs?
-
Majority of subs are Union?
-
Long-standing relationship/known commodity? Or lots of new subs?
-
Do we have a credible plan for proactively managing them?
5.0 Team Health
-
Field Supervision: Foreman level and below
-
Core Supervisors are GC's 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?
-
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?
6.0 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 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 we absolutely sure that changes to the work are making it down to the guys who are putting the work into place?
7.0 Project Management Systems
-
Job Purchasing: Invoices current?
-
Using the PO system effectively?
-
PM/Supt bid analysis, and
-
Scoping?
-
Pre-award consultation/sub meetings?
-
Weekly Staff meetings: are we holding them religiously?
-
Are we reviewing each weeks 4 week Look-ahead 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?
-
Are we reviewing an Updated Submittal Log at each Weekly Staff Meeting?
-
Do we have a Procurement Log?
-
Are we reviewing the procurement Log at each Staff Meeting?
-
Are we reviewing the RFI log at each Weekly Staff Meeting?
-
How many outstanding RFI's ?
-
Average age of outstanding RFI's?
-
How effectively are we handling Document Control?<br><br>