Most contractors think of their Go-No Go (GNG) process as a risk management tool to avoid that one bad job, and that is certainly part of its purpose. Buy what else does a robust GNG do for you? What three other advantages might your GNG offer?
Please join John Woodcock this week as he walks through the advantages you’ll enjoy with a healthy GNG process. He even explains why your GNG ought to create a bit of stress and pain in your organization so you avoid much higher levels of them later. Please share your thoughts on John’s observations with us in the comments section.
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Daniel Dupree says:
Send me more info.
John Woodcock says:
Daniel,
We talk about some of this stuff with Ross and the other peer group members during our roundtables. We’ll be coming out your way this fall. Ross has my contact info – if you’d like to chat more about this topic feel free to reach out to me at jwoodcoc@familybusinessinstitute.com or through Ross. Thanks.
Matt Stone says:
Thanks for the tips. We have developed a 20 question document relative to our business. For comparison purposes, do you have a sample Go/No-Go form you can share?
John Woodcock says:
I believe these should be somewhat customized for the business based on their market and their strategy. But there ought to be several items that are standard on any go/no go: 1. Do we have the resources, experience and expertise to deliver; 2. Do we know the local market (trades, labor, building codes; 3. Is the project real – does it have real financing and is it required to go on schedule; 4. Is the contract acceptable based on our risk profile; 5. Do we know (and have confidence in) the key decision makers.