Managing Risk Is About Much More Than Safety

By The Superintendents Of Hoar Construction

No doubt about it. In today’s world, capital projects are risky. They’re more complex, and more expensive. The technology revolution that hit manufacturing well over a century ago has finally started to impact the AEC world, shaking up how we communicate, organize our teams, manage our work, and structure our contracts. And, even post-recession, those who finance large capital projects, be they taxpayers or shareholders, pay closer attention to ROI than ever before.

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Communication Is Key To Project Success

By The Superintendents of Hoar Construction

Ask a superintendent what tools he or she uses to keep a project on track, and communication will be high on the list. Not so many years ago, construction superintendents had a reputation for being tyrants, who relished the chance to yell – really loudly – at workers not following instructions. But the industry, and the role of the superintendent, has changed. Today’s most successful superintendents know as much about leadership and communication techniques as any Wall Street CEO. And perhaps they feel the need to excel at these skills even more. They do, after all, often make decisions that can directly impact the safety and well-being of those they lead.

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Teamwork Makes The Team Work

By The Superintendents of Hoar Construction

Construction is perhaps the ultimate team sport. Nothing happens on a jobsite without the active and coordinated efforts of dozens – and sometimes hundreds of thousands – of individuals, each making their own contribution at exactly the right time, in exactly the right order. As jobsite leaders, Hoar’s site superintendents must be able to set the tone, establishing a partnering spirit from the earliest days of project planning.

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Planning & Scheduling to Maximize Flow

By The Superintendents of Hoar Construction

One of the most common risks large capital projects face is schedule. In fact, some studies claim up to 60% of all construction projects are delivered late. Project delays, even if they are anticipated, can cause enormous headaches for owners. But schedule acceleration can case uncertainty and performance issues for project teams. So how does Hoar tackle schedule risk to eliminate both the headaches and the uncertainty? We get proactive, engaging in significant preplanning, using technology to measure production, and incorporating our subcontractor partners into the scheduling process.

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Civilian Hospitals Increasingly Taking Tips From Military Projects On Equipment Planning

By Coker Barton, Senior Vice President & National Healthcare Team Leader

In the delivery of healthcare projects across the country, we are seeing increased inclusion of Initial Outfitting and Transition (IO&T) companies, especially on larger projects. IO&T is defined as “a total turn-key solution and project support for the equipping and transitioning of staff and patients associated with new and renovated hospital and healthcare facility construction projects”. The IO&T Program “provides transition support with services that can provide everything needed to meet an owner’s expectations on the first patient day – it starts with medical equipment planning and, just as important, the complete clinical operation planning to ensure smooth processes to support the patients and their healthcare services delivery”.

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