As a manager at a large heavy construction company, I have pondered the use of the Trinity.

Our project cycle begins with an estimate created by one team, and then handed off to a field staff that is brought together to meet that project's needs.  The project staff ramps up and then demobilizes through the life span of the project.  Once the project closes, the team is completely dispursed.  Since projects are large in monetary size, locations of the jobs are varied.  Typically the team mobilizes to the job site and leaves as other job needs dictate.

Are there others in the heavy construction industry (employees over 500, projects over $50M US) that could provide feedback on how they have implimented the trinity on their work sites?

jrb3's picture
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Mike and Mark already have a podcast relevant for those on-project who do not report to you:  Project Manager One on Ones (in two parts).  On the Manager Tools site, hit the "Podcasts" menu and select the "Manager Tools Podcasts" menu item.  On the page that comes up, show only podcasts tagged with "project-management" (and hit the submit button).  Links to the two casts appear near the bottom, May 2009.

My father, an architect, ran several projects over his career, despite being primarily on the design side.  My understanding is that he did something akin to the Trinity with those who reported directly and "permanently" to him in his organization, and an equivalent to Project OOO's with everyone else.  Essentially, it mirrored what (I understand) Manager Tools recommends:  you implement the Trinity for only your directs, which is likely a relatively stable set of people which doesn't disappear at the end of a several-months project.

If you get directs only for the lifetime of each several-month project, well, I suspect that's outside the "90% of people 90% of time" the stock Manager Tools guidance aims at.  Perhaps Project Manager OOO's to begin with, while you work out how to roll out however much of the Trinity makes sense.  Maybe some direct advice from Mark or Mike about bringing in delegation and coaching sooner in later projects, after you've proven in earlier projects you're good with feedback.  Maybe doing progressively more of roll-out from initial start on successive projects, as you get more familiar and facile with the Trinity and rolling it out.  And maybe someone who repeatedly gets assigned you, gets a weekly or every-two-week 15-30 minute two-way contact to keep the relationship warm and get a jump on the roll-out when they return.

-- Joseph (DiSC 4247)