Managing Projects for Success
With Steve L’Heureux and Kevin Johnson of AGT 

At what point in a project schedule does an AGT project manager get involved?

Kevin:  Usually after the project is sold. Sometimes, however, it is very beneficial to have the project manager selected before the project is sold so he/she has input and knowledge of the key issues up front.

What are some of the ways in which you keep a project on schedule?

Kevin:  Trying to be proactive by identifying the critical path, and getting those long lead-time items ordered well in advance.

Steve:  We can avoid delays in production by sharing critical path items with the customer, like getting architect’s approval for shop drawings and materials. Maintaining communication with AGT’s internal and external resources is also necessary to establish a realistic schedule and to meet deadlines.

Are there any significant differences in the project management process between skylights and curtain wall projects?

Steve:  There are several major differences. On curtain wall projects, there is an added logistical challenge to handle the volume of work. Additional steps like mock-up testing, added phases with field labor, upfront engineering, site surveying, field supervision and material procurement all require the billing schedule to be structured a little differently. The lead-time to start and finish work is also far greater. Engineering design modeling must be complete far sooner than skylight work, because material procurement depends on it – for glass, vent windows, doors, louvers and more.

AGT has built its own testing chamber for structural and environmental product testing. How has that benefited customers?

Steve:  Customers have the opportunity to see our facility and become acquainted with AGT personnel, who normally would not be present at a testing facility. It is also a logistical advantage in having key personnel on hand if questions arise during testing.

What experiences could you share with architects to help them to make the project management process most efficient?

Steve:  Architects that model and develop plans via computer-aided software are in a better position to communicate the design intent to subcontractors. Also beneficial is awareness that his/her actions affect the outcome of a job as much as anyone else, especially during the approval process.

What experiences could you share with contractors and installers to help them make the project management process most efficient?

Steve:  Developing well thought out plans and instructions that clearly define the scope of work will pay the highest dividends throughout the whole project, from fabrication through installation.

AGT recently installed scheduling software for critical path planning. How is that helping AGT to improve the project management process?

Steve:  The scheduling program outlines a very clear and structured path to complete projects, and helps the project manager forecast and plan work more effectively.

What are the most critical parts of the project development and installation phases to guarantee success?

Steve:  Planning and execution.  Sound planning and execution can help to eliminate deficiencies and cost overruns. Utilizing site surveyors to layout anchor control points will insure the installation will conform to plans and specifications. Field surveys are also important in identifying field conditions that are out of tolerance. Minimizing obstacles before committing field labor is always a good idea too.

Kevin:  Engineering is key.  Precise and timely engineering is required for efficient submittal drawings, fabrication drawings, assembly drawings and piece-mark drawings.  It will make or break a job.

 

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