The signs were all there. The project manager’s attention level was down. Tasks that he would typically complete in one day took a week. Mistakes cut the value of the plans he prepared. He no longer followed up with key people on the team. In the end, he lost interest in both the project management and technical aspects of his job, so his managers called him in for a talk that led to a parting of ways. “He told us he was glad to be fired, because the pressures of the job had become too much,” says a former manager.
The market is generally healthy and steadily growing, and margins are up for large specialty contractors. Further, advances in design tools and owner demand for collaboration are giving subcontractors a seat at the table early on in projects.