Session 5 –Project managers need to understand basic financial information and should be able to connect the financial performance of their project to the performance of the business overall. In this session, we will explain the basics of Earned Value Management, job cost accounting and explain key concepts such as cash flow and profit. The project manager will gain deeper appreciation for the importance of actions that impact profitability, reporting and cash flow.

Session 5 – The construction industry is experiencing a transition between gut and experience led decision making and those based on data and analytics. Our youngest generations of staff and field are most comfortable with the shift towards the use of technology and data. The challenge is that moving our business models, workflows, and training in that direction takes time and focus to accomplish. We will discuss best practices behind definition, implementation, training, and engagement when moving our operations to this more objective, fact-based model. During this session, we will:

• Discuss why the need to shift to this model is necessary

• Outline the benefits of data-based project and field operations

• List the workflows required to be defined in order to provide quality information to stakeholders

• Show the financial transparency and predictability of outcomes this provides

Session 6 – For construction firms to thrive, synergy, teamwork and trust must exist between the office and the field. The proper deployment of defined processes and tools will facilitate this critical alignment. This collaboration must begin before mobilization and continue through project closeout. During this session, we will discuss the workflow that must exist in order to mitigate risk and maximize productivity. During this session, we will discuss why the processes of preconstruction planning, short interval planning, production tracking, daily project reports, exit strategy, and lessons learned are critical to the organization. We will also discuss what the benefits are for each member of the team, and how these processes can be properly implemented. Learning Objectives:

• Describe the information needed to effectively navigate preconstruction planning

• Learn the critical communication required in short interval planning

• Discuss the importance of accurate production tracking

• Identify the needed data transfer of a daily project report

• Outline the data collection required of the project team during closeout and lessons learned

Session 6 – In this session, the group will discuss contract risk management and preservation of rights in order to increase the chances of financial recovery during project execution. Since the most valued information for contract conflict resolution comes from those closest to the work, the basics of preparing that documentation and effectively translating the information will be discussed. The group will gain understanding and review examples of risky contract clauses, the process of claims management, the legalities of change order control, and preparation for lawsuits. We will have a workshop within the session that displays two scenarios to enhance the understanding of effective negotiations techniques.

Session 7 – Estimating is the first line of defense in the worry of landing a losing project. During this session, we will focus on the basics of estimating; such as plan reading, review of specifications, quantity takeoffs, labor production units, material pricing, and quantifying of overhead. This is an entry level course to give you the organizational skills and tools necessary to ensure that your bid is comprehensive in order to minimize the risk of landing that “one bad job.” This session will focus on the requirements of preparing a comprehensive Request for Proposal document including typical requirements such as non-collusion affidavits, bonds, subcontractor listings, and bid breakdowns. We will also discuss best practices in submitting private work proposals and the presentation skills needed to increase your opportunity of landing the projectProject Scheduling – The Powerful Tool for Project Management

Session 7 – Hiring mid- and upper-level managers in today’s market is extremely difficult. While hiring from the outside has been a leading strategy for those experiencing growth, the staff shortages being realized today call for stronger approaches to recruiting, engaging, training, and retaining top talent. During this session, we will explore proven strategies for growing your staff from within by investing in your employees. During this session, we will: • Discuss the concept of bottom-up growth and its value to the overall organization • Discuss the need for definition of success for each operational position • Outline the skillsets necessary for development and growth • Define the processes required for employee engagement and learning • Discuss compensation structures as a means for retainage

Session 8 

The schedule in a project is the cornerstone for planning.  The schedule shared  from the general contractor to the subcontractor may or may not be accurate.  We will discuss the need and detail necessary to analyze the bid schedule, contract schedule, updated schedule, and the look ahead schedule.  We will also discuss the powerful usage of an internal project schedule in order to have real time status on any deliverable necessary to drive planning and execution. During this session, we will:

•  Discuss the components and accuracy of a bid schedule
• Outline how to evaluate the differences between the different types of schedules used in our industry
• Describe the use of schedule analysis for change order management and management of the general contractor/owner
• List the components of an internal project schedule and its value

Session 8 – Well defined, scalable systems and processes deployed with technology and used consistently by everyone in the company are the foundation to minimizing risk and achieving predictable results. Many contractors know and understand this concept, and many have, at some point, defined their processes. Perhaps they are sitting on a bookshelf right now and are rarely used or even referenced in order to understand the company procedures. The more a company grows the more difficult it becomes to develop and deploy these systems. Yet the need increases dramatically. We will discuss how to define standard procedures in your organization, generate buy in that will operationalize their use, and how to utilize them as a platform to build bench depth that will move the organization to the next level.

Learning Objectives:

• Illustrate the value of workflow documentation and provide examples of how best of class contractors develop and document standardize workflow • Demonstrate how to leverage technology in the deployment of standardized processes and procedures that create consistency and predictable results.

• Describe the keys to successfully operationalizing processes including staff training and metrics that provide visibility on compliance and the bottom-line impact.