Hard knocks 101: you're drafted to help with a project in progress. The usual pressures are in full force, and being new on the scene, you don't assert yourself. However, when things go downhill, it's your name on the line. How could this disaster have been averted?

Engineered Systems, July, 2004 by Kevin Dickens

I'm standing here in the cold. I'm also indoors, which is a clear indication that I have a problem on my hands. I am having a kind of weird, out of body experience. Nothing spiritual, mind you, but weird. I "know I am talking because I can hear my nasal ramblings, like the unseen teacher in all of those "Charlie Brown" specials. But I am more aware of my audience than I am of my own pontificating.

Perhaps you have been here, too? Like when you have crossed your better half and you are digging yourself out of some hole, and you start wondering if it sounds sincere enough. You are talking, but your brain is dedicating more synapses to interpreting your mate's reaction than it is to forming sentences.

Well, it's something like that, except instead of my loving wife, it's a group of disgruntled contractors and a very disappointed owner. These aren't happy faces I see. Some of them look downright confused.

How could I have allowed myself to get into such a fix? I write articles for Engineered Systems, for gosh sakes. I chastise people for not communicating and harp about the status quo. But for all of my preaching atop my high horse, here I am, knocked off said horse and knee deep in a mess of my own making.

I ask you ... how in the world did I get here?

THE PRECEDING SPRING

It's a good day. I have almost completed a game of "Mine Sweeper" without a detonation when the marketing guy steps into my cube. "Have I got an opportunity for you," he enthuses. "The good news is we have a chance to work for an owner we have been trying to get in front of for some time now. The bad news is we had to team up with our competitor as a subconsultant. It's a simple job with a short fuse, and the kick off meeting is tomorrow. Here is the address and you can hook up with the architect (our client) at the meeting."

My first mistake is, I fail to interpret the marketer's secret code: Opportunity equals problem job. My second mistake is, I believe him when he says it is a simple job, and I don't prepare for the meeting ... basically I hit the room cold. And what a room it turns out to be. In addition to the architect, the local code officials, and fire marshal are there. It turns out this isn't the kick-off meeting but rather the design sign-off meeting.

The budget is set, an estimate has already been formulated, and the architect has already decided upon the mechanical systems (as if he is qualified). The opening day is fixed, and apparently it doesn't matter that the scope isn't completely nailed down--the contract documents need to be out in two weeks.

I start to wonder if the marketing guy picked up our company's worker's disability insurance option, because he is likely to have a workplace injury as soon as I get back to the office.

My third mistake: I play along instead of throwing a flag. In the spirit of being a team player (or simply because I wimp out) I assume that the correct decisions have been made up front, that the budget and estimate are realistic, that the owner is fully informed about the design choices already made, and, that even if these things aren't all worked out, I will have another opportunity down the road to express and address my concerns.

On every count, I am mistaken.

The next day I sit down with the marketing guy and review the project. What they want seems doable, but to do it right will take all of three weeks, and four guys working full-time. "Oh, gee," the marketing guy laments, "the client wants us to do the project for X dollars, do you think that you can swing that?" I have just explained what it will take to do the job, and that equals 2X dollars if the planets align and I pray the rosary with more conviction.

Mistake numero quatro: I agree to X dollars even though I know what it will really take is 2X. This isn't a mistake because we might not make a profit; this is a mistake because every project has a unique critical mass when it comes to hours and manpower, and I am well below that critical mass. Forget the bottom line, the engineering effort is already compromised.

THAT SUMMER

I have managed to get the project out on time (don't ask about the budget), and now it's bid day and nay phone rings. The marketing guy informs me that the job came in high and, oh, by the way, we have a "history" with the general contractor (GC) selected.

Recognize that I am now a month in and I have already struggled with the architect because, surprise, they want to keep us at arm's length from their client, the owner (remember the architect is our competitor). Now joy of joys, I have a GC with an ax to grind.

Remember when I assumed the budget was realistic and the systems selected were appropriate? Remember when I said I was mistaken? Well, now value engineering (VE) has commenced, and the one item in my spec that could really save some money was the system component preselected by the architect.

Mistake five: I didn't stand up with my design concerns prior to bid, and now I am compelled to defend the design in the interest of saving face. Pride? Stupidity? Timidity? Whatever the reason, the time for throwing the flag had come, and again I let it pass.