Meetings
Project managers find themselves in meetings more than most would prefer. The meetings that contractors must attend include progress meetings, subcontractor meetings, meetings with architects, press releases, meetings with subcontractors and vendors, and many others. Varying delivery methods entail differing types of meetings for builders. Unique contract conditions may require special meetings too. Meetings may be in-person, over the Internet, or by telephone. Meetings are often more valuable than paper or electronic communications because of the human elements involved. Crucial to meetings are the aspects of physical presence (or virtual physical presence) that allow for eye contact, intentional posturing, body language observance, and facial expression. Success in the handling of meetings can greatly help or hinder the smooth running of a construction project.
Types of construction meetings were not discussed in any detail in the BSCI 7100 class. Construction, due to the unpredictable nature of its variables, involves many impromptu meetings, but there are more that are planned and scheduled. One common type of meeting, particularly on larger projects, is the preconstruction meeting. This meeting occurs after the major subcontracts have been awardedb, but before the actual beginning of construction. Attendees include the contractor, owner’s representatives, architects and engineers, subcontractors, major vendors, and perhaps some others. This meeting (or series of meetings serves as a forum to introduce members of the construction team and discuss project-specific issues such as shop drawings, project schedule, on-site storage and offices, jobsite security, owner-furnished items, jobsite safety, and quality control. The preconstruction meeting gives every member of the construction team an opportunity ahead of the game to voice concerns, ask questions, clear up early misunderstandings, and express expectations.
Regular jobsite meetings should occur every week or every other week once construction has begun. Jobsite meetings are typically run by the Project Manager and have many of the same attendees as the preconstruction meeting: owner’s representatives, architects and engineers, major subcontractors and major vendors. Job progress, changes to schedules, and special needs of attending parties are discussed. The value of these meetings is found in that they keep major participants abreast of current project status. Face-to-face communication is crucial to resolving misunderstandings and impressing upon people the value of their obligations. After the meeting it is the project Manager’s responsibility to distribute meeting minutes to all attendees and affected parties.
BSCI 7100 class discussion produced a list elements considered necessary for the effectiveness of meetings: Punctuality, organization, informed participants, agenda, proper personnel, and post-meeting follow-through. According to interviews and research associated with this project, the resounding favorite is “organization.” The notion of organization, however, is dependent upon some of the class’ other listed key elements. If information needs to be presented to attendees, to classify them as “informed participants,” it is the responsibility of the leader during pre-meeting organization. Organization involves the creation of an agenda and the invitation of proper personnel. Organization of meetings should include the designation of a note taker and the disbursement of the notes. Meetings should, by the nature of their organization, instill an understanding that punctuality is necessary. The meeting itself should present the necessity of required follow-up action as post-meeting correspondence maintains sufficient pressure. The conclusion, over-simplified, is that the organization the leader and attendees makes meetings effective and the lack of organization results in the unproductive gathering of people wasting time.