Mainebiz

W W W. M A I N E B I Z . B I Z 9 A P R I L 6 , 2 0 2 6 Corporate Champion of the Year Legacy of Service In-Kind Services Support Volunteer of the Year Nonprofit Collaboration of the Year Campaign Excellence SI X AWA R D CATEG OR IE S MA IN EBI Z .BI Z /E VENT/ C OMMU N IT Y-IMPAC T SU BMIT A N OMINATION BY A PR IL 26 Nominate a Maine nonprofit leader or organization making a difference across the state! Mainebiz is proud to introduce a new awards program recognizing the professionals, organizations, and business leaders whose work strengthens Maine's nonprofit sector and the communities it serves. S U PPOR TI NG S PONS OR S PR ES ENTI NG S PONS OR I N PAR TNER S H I P WI TH A S K AC E A n s w e r e d b y P r i s c i l l a H a n s e n M a h o n e y , B l a z i n g T r a i l s C o a c h i n g Q: My construction project involves subcontractors and needs to stay on schedule. Do you have any advice? ACE advises: Managing trade partners is less about pushing people and more about protecting workflow. Most schedule problems don't come from one major failure. They build from smaller breakdowns: unclear scope, poor handoffs, missing materials, bad sequencing, or delayed decisions. These issues cre- ate delays that stack up and put the timeline at risk. Start by making expectations clear. Before work begins, each trade partner should understand the scope, sequence, site rules, key contacts, and what must be complete before they start. Consistent expec- tations reduce confusion and rework. Pay close attention to handoffs. Projects often fall behind between trades, not during the work itself. One crew finishes late, the next arrives to a site that isn't ready, materials aren't staged, or inspections haven't occurred. These gaps create waiting — and waiting spreads quickly. A helpful question is: What does the next trade need to succeed? When crews arrive to a ready site with the right materials and information, work moves efficiently. Manage the schedule in shorter windows. A master schedule matters, but strong project managers look one to two weeks ahead in detail. Who's next? What must be finished first? Are materials on site? Are deci- sions made? Is the area truly ready? This approach helps catch problems early. Don't confuse activity with progress. A busy site can still fall behind if crews are waiting for answers, moving materials twice, or fixing avoidable mistakes. Visibility matters. Updated schedules, site-readiness checklists, and clear communication improve account- ability. Simple systems used consistently outperform complicated ones. Finally, solve causes, not symptoms. When delays happen, ask why. Was the site unprepared? Were mate- rials late? Was another trade in the way? Addressing root causes prevents repeat issues. Projects stay on schedule when workflow is protected, handoffs are clean, and problems are addressed early. Treat trade partners like true part- ners — they'll help keep the job moving. The Association for Consulting Expertise (ACE) is a nonprofit association of independent consultants who value "success through collaboration." The public is welcome to attend its regular meetings to share best practices and engage with industry experts. For more information go to www.consultexpertise.com. Priscilla Hansen Mahoney of Blazing Trails Coaching is a business coach for contractors. She is a Lean Six Sigma Green Belt, a former president of the Association for Consulting Expertise and a board member of the Home Builders & Remodelers Association of Maine. She can be reached at priscilla@blazingtrailscoaching.com

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