Dictionary.com defines detail as “attention to or treatment of a subject in individual or minute parts.” Generally, detail is considered a good thing by most people. It is thought that more detail equals more preparation, skill, knowledge, insight, understanding, etc. While this is often true, I think there is substantial skill in determining the right amount of detail. Superintendents can provide too much detail to their crews as well. If they get too prescriptive in their directions and requirements, their crew might freeze or, maybe worse, keep going when they hit a bump in the daily work plan. Extremely prescriptive contracts can also lead to hassle. It’s nearly impossible to cover the entire scope correctly and with extreme detail, leading to regular debate and frequent work stoppages.
A little gray area can be a benefit to work crews. Less prescriptive directions by a superintendent give crews the ability to think a bit for themselves and take more ownership of their productivity and work product. Too much wiggle room with the wrong work type can lead to safety, quality and/or production issues though. Good supers know the work and know their crew and provide extreme detail or leeway when needed. With contracts, lump sum proposals or contracts are best suited for projects or deliverables with varied and hard to measure or track units. Unit prices are best for large and easily identified quantities.
Detail is generally good but it needs to be the right detail. If not, it can create more liability than benefit. Too much detail can also start to experience diminishing returns for the effort and resources required to achieve high levels of detail. Too little detail can let all parties to a proposal or contract get a little willy nilly with scopes and contractual requirements. It’s our job to balance detail with flexibility to deliver the best project at the best price.
So, drill down on the details, but not too much and be flexible with requirements but not too much. Good luck.
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