I have heard codependency is a bad thing. However, when it comes to electrical contracting, there is one codependency that is essential for a company’s success. 

Codependency produces a one-sided, dysfunctional relationship. The relationships between estimators and project managers can be dysfunctional, but for different reasons than the typical psychological definition. The problems that arise between these two positions are most often about who takes the blame when something goes wrong. This has been the source of many learning moments during my career. On the other hand, I have seen how great a project can turn out when the estimator and project manager work well together.

Mutual reliance

Estimators and project managers are completely dependent on each other, in what should be a relationship of equals. When I was a young estimator, I thought project management was a superior position compared to estimating. When I became a project manager, I learned the truth was the positions should be viewed as equal. While there is some crossover in the skills required for each job, both require unique ones necessary for the best project outcomes. 

Estimators are responsible for producing accurate estimates based on their interpretation of the bid documents. Project managers are responsible for implementing and, if possible, improving on the vision the estimator developed for the project. This is where the two must work together. 

The estimator has read and interpreted all of the bid documents to complete an accurate estimate and is responsible for transmitting that information to the project manager. The project manager then becomes responsible for understanding and giving it to the installers. This, in my experience, is where most problems begin. This is where clear communication and that old warning about assumptions comes in.

Mutual support

Here is an example. The bid documents for a project required that the security system be installed in galvanized rigid conduit. Instead, the installers completed the project using electrical metallic tubing. When the customer discovered this, the installers were required to remove the entire system and reinstall the conduit, as specified. This was a major loss for the electrical contractor, and it never should have happened. At this point, it’s often time to look for someone to blame. 

However, I believe the first task should be to find where the process of transmitting information to the field broke down. I like to start at the beginning. Was the estimate correct, and had the estimator correctly interpreted the bid documents? Today’s documents are often vague and contradictory. If the bid documents contained contradictions, were requests for information submitted? If an addendum was issued, was the answer clear, and was it included in the estimate?

Next, how was the information handled after the estimate was passed to the project manager? Some project managers actually review the bid documents themselves. This process often includes reviewing them with the estimator, a practice I highly recommend. My preference is to include the foreman who will be running the work in the field in this process. This method of communicating the estimator’s vision to the field prevents possible errors, as opposed to passing the information to the field in separate meetings.

I learned a meeting format I really like from a general contractor. It starts with opening up the plan sheets and going over every page. After finishing, go over the addendums. When you are finished with the addendums, open up the specifications and go over every page. All throughout this process, you will be comparing the information you find in the bid documents to what is in the estimate. This process is not about finding fault with the estimator. It is about passing on the estimator’s vision of the project to the rest of the team. If a mistake is found in the estimate, it is a learning moment. 

At one time in my career, I was employed in a dual role as an estimator and project manager. When I won a project, it became my responsibility to manage the work. This arrangement turned out to be the most successful period of my career as an employee. I believe this was because a weak spot—the passing of information to the field—was eliminated. 

The person who purchases the material should be given a copy of the estimate. In many cases, they will be able to spot purchase requests for incorrect materials.

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