Lessons Learned: Installation progress tracker installers can relate to

Installation Progress Tracker (IPT) for the Big Health Care Project was a critical management tool.

After getting the updates from the AM-PM meeting we would update the tracker. At the beginning, we launched a traditional tracker with traditional milestones - for example, installation started, cable support installed, cable run, antenna installed, etc. But very soon I noticed that the installers were having a hard time to relate to my tracker. They would have to pause and think before they could give the answer. I wanted to have the process more organic and flow little better. I noticed that they always carry the engineering plan and drawing, and refer to milestones by referring to cable, antenna or splitter/coupler ID. So I restructured my tracker, and entered milestones that were closer to the actual work flow (see Screen shot 1). It does not appear to be a big deal right now, but in retrospect, it made a significant change to our reporting mechanism.

Screenshot 1: [click on the image to see a larger version]

So following are some notes about the structure of the tracker:

1. Milestones in this tracker followed the line diagram. So for example, if we had a remote connected (via cable) to a splitter which would be connected (via cable) to an antenna, then remote would be device 1, splitter will be device 2, and then antenna will be device 3. This way we captured the installation status of all the elements in the line drawing. Kevin - my Field Manager would capture these data from AM-PM meeting.
2. Eric (back at the head office) would verify the sweep results submitted by the vendor, determine if the sweep passed, and then entered the swept length.
3. Gray color shading allowed us to quickly determine which elements have not been installed yet.
4. Through formulas embedded in the tracker, all the entered data would be digested into a summary (see Screen shot 2). This summary would quickly show us what percentage of installation has been completed, and even exactly how much cable vendors have used (from sweeps). This is how we could accurately tell that by the end of the Phase 1 of the project we have used exactly 19.2 miles of coaxial cable. This can also be a quick check for how much cable we have given to the vendor, and approximately how much they have installed. 
5. Tabs for this progress tracker was divided by the vendor. So the performance of each vendor would be fed into a summary table (see Screen Shot 3), which showed there actual versus foretasted performance. We presented this data to the vendors as well as the client on our bi-weekly meetings. Vendors made sure they did not get embarrassed in front of the hospital folks (i.e., our vendors regular client). As a result, this project tracker worked as a very effective non-invasive management tool.
6. You know what, our vendors actually loved this tracker - which we found a little surprising, but pleasing nonetheless. 

Screenshot 2: [click on the image to see a larger version]

Screenshot 3: [click on the image to see a larger version]

Lessons Learned: Choosing the "right" vendor from client's toolbox

The Big Hospital uses several unionized cable vendors throughout the campus. We had to use cabling vendors from client's toolbox (i.e., list of preferred vendors). I will be honest... we were not used to interacting with a lot of union vendors, and as a result we were worried. So even before we entered into the bid process we (i.e., our company's principals) met their project managers a few times, visited their offices, and warehouse facilities. We also kept our ears perked during the initial site walks to get a feel for their knowledge and familiarity of the buildings, rules, regulations, etc. Overall, we were satisfied. There are good and bad sides in picking these vendors from client's preferred vendor list.

Good:

1. These guys had been working at the campus for many years. They know the intricate protocols involved with safety, infectious control and access to different buildings. They know shortcuts, and often cases the challenges we would face. This local knowledge is very valuable and would not be available to us if we just waltzed into the project.
2. They knew the campus specific, and even building specific rules that helped us a lot.
3. Another advantage was sort of understood, but unwritten. This is from liability perspective. Since the vendors were suggested to us by the Hospital authority, if there was any problem that came up due to workmanship or vendor’s behavior the hospital team took a shared responsibility. For projects like this where this is a potential minefield of heavy finger pointing, selecting the vendors from client’s tool kit was a good choice.

Bad:

1. Since we were not aware of their work style and workmanship, we were little concerned at the beginning if any of those 3 vendors will become an issue later. Out of the 3 vendors we only had problem with 1 vendor - mainly on communications issue. Crew supervisor would often not show up on the short calls we used to have daily, not return calls, not meeting commitment, etc. We got rid of them the earliest opportunity we had.
2. Training: The cable vendor had the local knowledge of the buildings, and very familiar with the cable routing and supporting portion of the project. But we had to train them in properly connectorizing cable, bend radius, sweeping etc. We brought out installation Supervisor Larry Marker from Houston, and took them through a rigorous hands-on training. We also arranged an Andrew trainer to come to the campus, and offered a 2nd training. The 2nd training worked as a refresher course and solidified the needed expertise for the project.