Bob Segner

Supervision Columnist

Bob Segner is a professor of construction science at Texas A&M University. Contact him at

Articles by Bob Segner

February 2008
Last month, we began a discussion of cash flow: the flow of money into and out of a project. We concluded that a positive project cash flow is critical to the success and survival of the company. On the other hand, a negative cash flow at the project level is costly to the company and could eventually lead to financial failure. READ MORE
January 2008
Cash flow is critical to any business, and a positive cash flow enables a company to be profitable and to remain in business. A negative cash flow moves a company toward financial failure. With a negative cash flow, money is sucked out of the company, and at some point, the company runs out of cash and even runs out of the ability to borrow money. READ MORE
December 2007
In the last supervision column, the significance of planning as a supervisory function was discussed. Planning was defined and its importance was underscored. READ MORE
September 2007
In last month’s article, we discussed how supervisors typically move into their positions. We noted that they quickly discover the work of a supervisor is very different from that of a craftsperson. READ MORE
August 2007
Many supervisors moved up from the rank of craftsman or journeyman. In typical scenarios, craftsmen become very proficient at their work and, in addition, have demonstrated to superiors in the company that they have that “something extra” that distinguishes them from others. READ MORE
July 2007
Last month, we considered resources that are outside our span of control, and we discussed setting up the environment in which we can influence or guide those resources in support of our job. This month, we will conclude this topic by considering what can be done to exert influence once the environment is set up. READ MORE
May 2007
Managing outside the span of control READ MORE