NEC PM - How to stand out!
23/09/24
Newsletter #25:
Welcome to the Instruct newsletter. Like a Mocha from Starbucks, we mix the caffeine hit of NEC with the smooth sweetness of a weekly newsletter!
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If you want to stand out as an NEC Project Manager, and be noticed for an exceptionally high level of skills and competence, what do you do?
This week we go through our non-negotiable list, with definitive actions!
Big 5 actions here we go…
1. Establish Expectations
At the beginning of a contract you have the perfect opportunity to establish how the contract should be ran and what everyone is responsible for. This is a critical time where you can set the tone of the contract and ensure everyone is on the same page and is working to the same goal. Think of the following:
Establish who the Supervisor is, who is representing the Contractor, who is the Client, and yourself as Project Manager. Look at a RACI matrix (Responsible, Accountable, Consulted, Informed).
Discuss and agree the volume and frequency of meetings, not just early warning meetings but monthly progress, programme reviews, compensation even/ commercial reviews. What, when, and who!
Discuss and run through the contract processes, ensure everyone is aware of their responsibilities. When to submit the application for payment, how to notify a compensation event (are you using a communication system?).
Make it clear who has decision making responsibilities. Whether its the Client for Scope changes, or the Project Manager for assessing compensation events. Who has the power, and in what scenario!
ACTION: Chair a workshop with everyone from the project team. Set the agenda and engage people!
2. Speed
NEC takes no prisoners, if you want to deliver a contract successfully you need to abide by the timescales…or better!
The best NEC Project Managers don’t sit on the issues and wait, they distribute information when needed, and decide quickly we required. It’s also critical to set timescales with others. Have a design for acceptance but it needs checking by the Client’s designer, ensure they know when you need a response and chase them! There is no excuse for a late communication, the contract is clear.
ACTION: On a daily basis, clear your actions, or assign them to others when you are waiting for further information. Don’t wait.
3. Record Keeping
The best NEC Project Managers have historic information at their fingertips and can find documents quickly. This is critical, having readily available records will support assessment of compensation events, enable programmes to be checked against actual data, and allow future queries to be answered with a quick reference to an old document.
ACTION: Setup a folder system which catalogues and records all contract communications (even emails!). Early warnings, compensation events, quotations, programmes, design submissions etc…have them all structured!
4. Adaptable Communication
Communication is key with NEC contracts, and its not just about using emails or the communication systems specified in the Scope. Great NEC Project Managers use other means of communication to explore progress, discuss issues, and achieve resolution.
Think of virtual meetings and video calls as a way to break away from emails, but don’t forget the power of a phone call one-on-one. A direct discussion with one individual can meaningfully move a situation forward. Use these tools to your advantage.
ACTION: Establish a project directory with all phone numbers and emails for every project team member. Even if it requires an email to confirm details in writing, using a mobile phone gives immediate and direct access to decision makers.
5. Technical Knowledge
Last but not least, if you are an NEC Project Manager you need to know the contract! But this comes in two parts. Knowing the wording of the contract, and knowing how its applied!
Yes, the wording is fundamental but what will make you stand out is explaining how it gets applied! For example, a negative compensation event which reduces the Prices. Can you explain the application of this and the practical affects upon the Activity Schedule or Bill of Quantities?
Or a compensation event for Physical Conditions (60.1(12)). How does this get applied in real life when considering Site Information and the competence of the Contractor?
ACTION: Build an evidence bank of situations which you can reference to show the project team you know what you are talking about. When a situation arises, explaining how the contract should be applied with historic examples is powerful!
What else would you add? Have you worked with a great NEC PM? What were their skills and how did they approach the contract? Let us know - contact@contractinstruct.com
Reading Recommendations
To understand more about how to prepare and manage an NEC contract, the following guidance documents are available.
NEC4 Preparing an Engineering and Construction Contract