I have been fortunate during my career to hold the positions of estimator and project manager, both separately and at the same time. This experience has given me perspective from both sides. Unfortunately, things were not always as harmonious as they should have been. As an estimator, I had to deal with project managers. As a project manager, I had to deal with estimators. When I held both positions, I had to deal with myself. In all three situations, I have had problems with the other person.


My position on the positions


Let’s start with estimating. When I wear this hat, it’s all about the sale. I start by striving to craft the most accurate estimate possible, following the guidelines I was taught by my employers. While doing this, I’m also working on making the best deals possible with our vendors and deciding which of the prime contractors can be trusted. 


Then, if I manage to win a job, I have to turn it over to project management. This is where I get blamed for everything that goes wrong on the project and when I get angry at project managers whom I believe are destroying my projects. I have even burned some bridges, which I regret, because of the way I handled my complaints about some project managers.


When I have my project management hat on, it’s all about successfully completing the project on time and with a great profit margin. My first task is to review the estimate to see what the estimator gave me to work with. Sometimes I am pleased, sometimes not. I love to see a well-organized estimate that includes the entire scope of the contract. On the other hand, a sloppy estimate with huge holes in the scope can ruin my day, and the more I dig into a bad estimate, the more problems I find, which, of course, can lead to a number of negative emotions. Sometimes, it’s hard to remain professional.


My position on the conflicts


What can we do about this yin and yang of electrical construction? First, let me say the majority of my experiences with estimator/project manager relationships have been good. As usual in the real world, there is always some bad to go with the good. Hindsight being 20/20, I have learned that—while not always ­possible—it is best for the project and your company to build a team rather than start a war. What follows is an outline of my current methods, which are based on my experience and the advice of my contemporaries.


Team building can start early in a project’s estimating phase. Bring in the potential project manager and go over the estimate’s structure to ensure that he or she can extract the necessary information to accurately manage and analyze the work’s progress. A properly organized estimate can significantly contribute to managing a project. Ensure the project manager understands the conceptual nature of an estimate; it may not reflect the exact way the installation will eventually be done.


After an estimate has become a contract, it is time for a project hand-off meeting. This is used to pass the estimator’s vision of the project on to the project manager and the foreman or general foreman who will be running the work. It is essential that the field understand the scope of and types of installations the estimator used in the estimate. Concepts as simple as running conduit underground or overhead need to be covered so that the field does not use installation methods that are more expensive than what was included in the estimate.


After the project is finished, it is time meet for a postmortem to discuss what went right, what went wrong and how to fix it. It is very important for the estimators, project managers and field management to attend these meetings.


The last position


A third scenario is the position of 
estimator/project manager. The best part of holding both positions is there can be no finger-pointing, as you are responsible for all aspects of the project. Holding both positions also helps with the nonproductive feeling estimators can experience resulting from not winning all the projects they bid. Mixing estimating with project management can go a long way toward making you feel more productive. 


Of course, there are downsides to holding both positions. For instance, just when you should be spending all of your time getting a project closed out, you have to be working on getting your next project.


In part two of this article next month, I will expand on these concepts.