How to Stay Ahead of Schedule Every Time (Without Losing Your Mind)
Construction Scheduling: A Love-Hate Relationship?
Let’s face it—construction schedules and reality often feel like oil and water. A few years ago, during a meeting, a client’s associate hit me with this gem:
“Construction schedules are useless. We’re always behind!”
My reply?
“That’s like saying washing your hands is useless because they just get dirty again. You still do it, right?”
Schedules are the same way. They’re not some unchangeable holy grail (except the delivery date, of course). They’re more like a map: you don’t throw it away when there’s traffic; you reroute and keep going.
The General Schedule: The Blueprint of Sanity
First things first: we start broad. I sit down with the client, understand their goals, deadlines, and time constraints, and craft what I call a “General Schedule.” Think of this as the skeleton of the project: deadlines, key tasks, and milestones.
Some tasks are non-negotiable—you can’t fast-track permits, hazardous material removal, or bureaucratic red tape. Others depend on consultants, contractors, and available resources (a.k.a. the holy trinity of manpower, money, and miracles).
The General Schedule sets global goals. It’s like saying, “We’re road-tripping to Vegas. We’ll stop for gas in Denver and tacos in Albuquerque, but the exact playlist? TBD.”
Detailed Scheduling: When Things Get Serious
Here’s where the rubber meets the road. Detailed schedules need input from everyone—architects, engineers, contractors, and consultants. This step is where I dig deep, figure out approval processes, work habits, and how fast contractors can move without setting off a chain reaction of chaos.
And remember: some things can’t be rushed. For example, it takes nine months to make a baby. Nine women working together won’t deliver a baby in a month. (Construction is weirdly like that.)
Creating a detailed schedule without involving the actual players is like trying to run a dictatorship. Sure, you can do it, but no one’s going to enjoy it—or stick to it. Collaboration is the secret sauce.
For clarity’s sake, I like to split the schedule into two parts:
- Design Schedule: The architects and engineers’ playground.
- Work Schedule: The contractors’ battlefield.
Tracking Progress: Because Schedules Don’t Run Themselves
Once the detailed schedule gets everyone’s seal of approval, it’s my job to play referee. I track progress, report transparently, wave the red flag if delays pop up, and suggest how to get things back on track.
Sometimes that means reallocating resources, reshuffling timelines, or just figuring out why someone ordered 500 pink bricks instead of red. (True story.)
Washing Hands and Staying Flexible
Remember that handwashing metaphor? Here’s where it really shines. A good schedule is like a hand sanitizer dispenser—constantly refreshed and adjusted to keep the project healthy.
Flexibility is everything. If one task hits a snag and starts holding up others, the schedule needs to be updated ASAP. Regular updates keep problems manageable and avoid those late-stage BOOM moments that everyone dreads.
But let’s be real: a schedule is only as good as the team, resources, and finances behind it. If a contractor’s dragging their feet or funding’s delayed, no amount of scheduling wizardry can fix that. What it can do is document the chaos, serve as a collective memory, and help assign responsibility when disputes arise.
The Secret to Always Staying Ahead
Flexibility and frequent updates are your best friends. When a schedule reflects reality—not just the fantasy you started with—it becomes a powerful tool. Address problems early, adapt like a pro, and avoid time bombs. That’s how you stay ahead of schedule without losing your hair.
Now, go wash your hands—and your schedule!
Peter