Monthly internal project status meetings keep our project teams organized, proactive, and efficient.
Every project at Rafn holds an internal monthly status meeting, beginning in preconstruction, to confirm that each team member is using the right tools for the current stage of the work. The practice of being prepared keeps deadlines and assignments in clear view, and it gives us a standing forum to capture what is working and what we could do differently next time. Those lessons become part of our accumulated experience, so every job we have completed informs how we manage the next one.
Tools also allow for discovery and fresh ideas. Constructability reviews reveal what is missing or unclear. Action logs enable timely decision-making and provide transparent communication to the whole project team. We see each discovery as an opportunity for thoughtful and strategic planning. Using our tools and templates creates a consistent experience for our clients, regardless of which Rafn personnel they have on their project, and it encourages our younger staff to learn and grow in a way that aligns with our standards.
Team dynamics are also on the agenda at each meeting. This allows us to examine our own team for where we might need to add resources or change a behavior to better fit the rest of the team. It also lets us assess how the team is doing overall and perhaps shore up where there are weaknesses. We can then capitalize on the strengths of individual team members to best serve each project. In addition, the “personality of the project” emerges, creating clarity around priorities and goals. Over time, these conversations reveal the unique personality of a project, including its priorities, risks, stakeholder expectations, and team dynamics. Aligning deliverables to each project’s needs keeps us flexible and adaptable.
On a recent project focused on an elevator replacement, the team determined the project needed more support because of the building’s complexity, the existing elevators, and their occupants. By bringing in a consultant with elevator-system expertise, we fully understood the issues and could develop a better plan for the work.
One critical part of each monthly session is discussing our subcontractor partners. During preconstruction, this often revolves around timing and methodology of onboarding MEP design-build subs. We have found that our subcontractor partners’ relationships with local jurisdictions, combined with their experience, often benefit a project by identifying solutions that had not yet been considered. We can also integrate project goals around targeting specific neighborhoods or WMBE businesses. During construction, the subcontractor and vendor conversation frequently focuses on managing risk, schedule, and effective RFIs.
One example of utilizing our subcontractor’s experience was when we were able to establish a temporary power plan on a multi-phased and partially occupied renovation project. The electrician’s help was critical to creating a successful plan.
These constant, consistent status updates are a great way to share lessons learned and keep the entire company up to speed on the latest industry trouble spots. We believe that this benefit creates the best opportunity for a successful project.
Jered Cottell
As a Project Manager, Jered is the information hub of his project which suits his desire to decrease project entropy and increase personnel productivity, all while zooming in and out to ensure the big picture items are all accounted for. He is dependable and reliable, effectively working with each of the personalities that make up a project, driving everyone forward to a successful outcome.