Project Communication - From RFQ through Boots on the Ground

Take advantage of these five key steps in the process to communicate, clarify and drive success

You’ve been awarded the project, received the PO and identified the site lead and team members for the job.

The day of the kick-off the lead is at another job site and can’t be on the call. Another team member attends in their place, but, unfortunately, they aren’t as familiar with the type of project being discussed and don’t have any background on this job site. The kick-off call starts and ends without any questions or challenges noted.

Through no fault of the team member who jumped in to help, an important opportunity is missed to explore key aspects of the project and the site more completely.

The lead shows up and is surprised by the lifts available for the job. Had they been on the call, they would have pointed out that two lifts wouldn’t allow the team to meet the deadline. The project and site required four lifts.

Team members are immediately hindered in their ability to work at the rate expected, and the EMC team members are also scrambling to find a way to get more equipment to the site.

We’ve all experienced this scenario or something similar and know that despite everyone’s good intentions, the project is off to a rocky start.

With each project we have a series of five touchpoints and opportunities to discuss and opportunities to question and refine our shared understanding of what the project looks like and what it will take to realize success for all concerned.

These points in the process provide opportunities for conversation, clarification, confirmation and additional considerations. Taking full advantage of each touchpoint can be the difference between a smooth project and one filled with challenges.

1. RFQ (Request for Quote)

The RFQ is the first opportunity our labor teams can review details associated with any project. Phone calls may have preceded this, but the RFQ—in whatever form it takes—confirms important details about the project. Individual document sets are normally provided for a single site while a run of sites may be shared in a more aggregate form.

Regardless of the form this information comes to you in, it should provide key answers and information related to:

• Site/location
• Number of units and type of units to be removed and installed
• Recommended crew size for the work to be performed
• Lifts required
• Challenging areas of work
• Hours scheduled for install actions (day or night)
• Lock-in conditions

Photos are available and, in most cases, a 360-degree video view of most facilities is also available. If you need photos or access to the 360-degree video to help you better understand the work effort, please ask the buyer to provide them.

Keys to Success in the RFQ stage:

1. Labor actions should be clear and understood before pricing things out.
2. Equipment needs should be reviewed with photos if needed to avoid site issues.
3. Crew size is a recommendation based on years of EMC experience. If you disagree with the recommendation, this is the time to discuss it.
4. Lock-in and project communication expectations (with the site and the project manager) should be clear.

Pricing should be based on a clear understanding of all project elements.

Point of contact for clarification: EMC Labor Buyer

2. Purchase Order Receipt

The PO is going to be your confirmation of scope details, costs and terms.

Keys to Success in Reviewing the PO:

1. All items match the RFQ details provided.
2. Pricing for install actions and miscellaneous items reflect submitted and agreed-to pricing.
3. Terms are consistent with your terms or those contained in the RFQ for the project.

Point of contact for clarification: EMC Labor Buyer

3. Kick-off Calls/Meetings

The most important participant on the call from your labor partner team is the crew lead that will be onsite. Given their responsibility to deliver a successful project, their ability to engage in the details of what is expected and what is important for each site is critical.

Keys to Success with the Kick-off Call:

1. Have crew lead participation.
2. Ask detailed site, product or logistical questions to avoid issues.
3. Finalize scheduling questions.
4. Address any change orders that may be needed.
5. Discuss expectations for communication and timing.

Point of contact for clarification: EMC Project Manager

4. Material Tracking and Management

Material for EMC projects often arrives from multiple material vendors. These are sometimes job-packed but they can also be received as individual shipments from each material vendor related to the project scope. These variations create challenges in coordinating the project start and organizing materials for success at the job site.

Keys to Success in Tracking and Managing Material

1. Confirm shipment information with the project manager.
2. Identify best date ahead of start date to follow-up with the project manager on open items.
3. Review all product shipment information before dispatching to the job site.
4. If questions remain, work with your project manager to agree on work plan adjustments to make the best of the situation…. minimize customer impact, minimize cost, minimize time to resolution.

Point of contact for clarification: EMC Project Manager

5. Day/Night One

Organizing on-site day/night one determines the level of success realized at each site.

Keys to Success Day/Night One:

1. Surprises at the site should be addressed immediately with the EMC project manager.
2. Review number and type(s) of equipment ordered and the fit to needs (e.g., scissor vs articulating booms, etc.).
3. If issues found are related to install challenges, wiring or code issues, ask the project manager to provide contact information for the EMC master electrician.
4. As close to 100% inventory review as possible to identify breakage, shortages or errors allows the EMC team to react quickly and potentially avoid a costly go-back.

Point of contact for clarification: EMC Project Manager

Making more effective use of all touch points before work begins will help to ensure a successful project each, and every time.

John Loheit is EMC's Director of Labor Partner Development. In this role he oversees the Labor Partner Network. He brings 20 years of experience to the role and holds a bachelor’s degree from Augsburg University in Minneapolis, MN.