Hi Mike:
Where specifically are IFCI's "operating points" located in CA? Do you know? I think what's apparent from the "unexpected contract, field execution and management problems" language that there is not only a lack of execution, but more precise, a lack of planning because of the "unexpected" nature of these delays. Having some construction background under my belt, it appears that top management needs to haul the top field guys back to the head office and layout in detail a CPM type of schedule that identifies, with reasonable accuracy EACH and EVERY activity necessary to achieve completion. This involves identification of the task, lead time to the task estimated by manufacture and delivery schedules supplied by vendors; available and resource allocation of the various trades; precedence logic of serial and concurrent activities. The list goes on.
Their excuses are general, non-specific, leading the uninformed to conclude a certain level of incompetence in field management. First, these buffoons should set forth a REALISTIC, well thought out, achievable schedule, anticipate some unforeseeable circumstances along the way by building some slack, or float, into the schedule, then make their financial forecasts . . . not the other way around.
We don't read about vendor delays; we don't read about labor disputes; the CA rainy season officially in two weeks. No more excuses. But first, be realistic in your time to completion of major contracts.
JMO. |
