Chemistry for a Successful Project Team

I recently had the opportunity to serve as a judge to evaluate entries for the 2022 ABC Carolinas Excellence in Construction (EIC) Awards competition. The mechanical contracting firm from which I recently retired had been successful in winning multiple awards from ABCC over the years; however, judging was a new experience for me. Being the “old crony” that I am, I was curious to learn how firms, in other trades and specialties, performed on the projects they deemed deserving of such high accolades and industry recognition.

As I reviewed my assigned entries from both general and specialty contractors, it became obvious to me that the successful delivery of those projects had one consistent, common denominator: each project was successful due to the effectiveness of the Project Team.

What I learned from judging these project entries is not any new state-of-the-art rocket science equation or algorithm for success; but only, the time proven formula for successful project delivery that many of us tend to overlook and take for granted.  So what makes up the chemistry for a successful project team?

Following are four basic characteristics of successful project teams as depicted from my review of 10-plus award submissions:

1 – Having the “Right Team Members” Onboard from Project Inception

Selecting project team members for a project is indeed one of the most important activities in laying a foundation for project success. Having the “right team members” on board makes that task even more difficult as it involves performing a “deep dive” evaluation of not only a firm’s proposal; but more importantly such things as:

• The firm’s demonstrated, successful experience with similar project types
• Strength of similar project experience and skillset with both their management and field project teams
• Past working relationship on other projects with other key project team member firms and personnel
• Compatibility of the culture of the firm being considered
• The executive commitment of the firm to dedicate all the resources required to ensure a successful project delivery

These key ingredients cannot be determined by simply reviewing a spreadsheet of costs, a proposed schedule, or a project narrative.  The firm and its proposed team for the project must be deeply vetted and determined to be the “right fit,” compatible, and most qualified team for the work being considered. 

2 – Alignment of Project Objectives by All Team Members

Every project is unique and has its own distinctive set of challenges and variables for the project team to contend with. Thus, it is critical that all team participants be fully aware of those objectives from the outset. Although there are varying ways to accomplish this task, it is imperative that some type of alignment process of all project team members take place from project inception. Ideally, through this process, the entire team engages in a thorough review and identification of the project objectives, challenges, and risks; along with the development of a process to monitor progress of all aspects of the project, maintain open channels of communication, and identify/resolve issues in a timely fashion.

3 – Effective Leadership

The chances for success in any team venture is a function of the effectiveness of the leadership team. As you know, there are varying types of leadership style and practices. Those styles and practices are a function of the leader.

An effective leader must be:

• A visionary who can develop the plan and processes required to meet the project objectives
• An effective communicator and a keen listener to those who he/she works with. Also, the leader must instill trust and respect with all team members during the project.
• Someone who is not afraid to delegate responsibilities and hold people accountable for their actions
• An individual that WILL make timely decisions and implement the actions to turn those decisions into action
• An individual who is nimble, flexible, and understanding that changes will come and may prompt an alternate solution or course of action to accommodate
• Someone that “Walks the Walk and Talks the Talk” with his/her team and realizes that “WE” is much powerful than “ME” in accomplishing the task.

Successful project teams must have effective leaders in every participating design discipline, GC/CM, specialty contractor firm, supplier, service provider, etc. who can ensure that they each achieve their firm’s commitments for the project.  Thus, effective leadership at every level of the project is essential.

4 – Do Things Right the First Time without Compromise of the Project Schedule, Budget, Quality, and Safety Objectives for the Project:

Successful project teams have a knack for meeting the objectives of their projects by simply getting the job done as planned with little to no rework of any installed building systems. This is accomplished by having skilled, experienced personnel leading the construction activities and providing the oversight, mentorship, and quality control that ensure their specific work activities are fully compliant with the project objectives.

Summary: The Road to Successful Project Delivery

The above four building blocks of successful teams were clear and consistent with the firms submitting for the award entries I reviewed. I also observed these characteristics during my construction career on the successful projects our team was involved in; no matter our role as a GC or specialty contractor.  

The road to successful project delivery is a function of having effective project teams involved.

Finding the right project team for your project is much more than simply reviewing a proposal. It requires ample validation of the proposing firm’s qualifications, similar project experience, leadership skill/experience, and compatible work culture,  and available resources to meet the unique objectives of each project.

I encourage each of you “to go the extra mile” in vetting the proposing teams during the selection process for your next project. Selection of the “Right Team Members” is critical to improving the probability for the delivery of a successful project.

Bill Caldwell is Principal with CMac Connect, LLC, focused on real estate investment/development, project management and consulting services to enhance operations, strategic planning, business development, and executive succession planning for select firms in the construction industry. Connect with Bill on LinkedIn.