Schedule Execution Playbook

Brasfield & Gorrie

OPERATIONAL EXCELLENCE

SUPERINTENDENT PLAYBOOK · MARCH 2026

Schedule Execution Standard The 7 key steps for highperforming superintendents

STANDARD

AUDIENCE

The B&G Way

Lead superintendents

SCHEDULE EXECUTION PLAYBOOK

CONTENTS

The 7 key steps These are the minimum hard skills required to be a high-performing superintendent. Each step includes guidance, templates, and examples to set the standard on every project.

Introduction Who this playbook is for and why it exists

01

Create schedule execution and accountability plan

02

Set the weekly meeting cadence

03

Create org chart and responsibilities matrix

04

Review P6 management and printouts

05

Display visual milestones and bible dates

06

Post key plans with dates

07

Utilize daily note-taking tools and process

Set the vision and hold every trade accountable from day one.

Define when every schedule meeting happens and who leads it.

Document who owns what, with crystal clarity.

Run P6 with the right columns, printouts, and variance tracking.

Simple, clean, must-hit dates — front and center for the trades.

Visual plans on the wall and in Procore. Site, structure, skin.

A shareable note system every team member contributes to.

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SCHEDULE EXECUTION PLAYBOOK

INTRODUCTION

How we show up for work matters.

Part of our job as leaders is to coach younger field staff to lead schedule execution and to lead it well. This playbook lays out which meetings each field level should own, and how to move up as each one is proven. The skill isn't just running a good meeting. It's getting real commitment from the trades and our self-perform teams — then holding everyone accountable to the plan, every day. That is one of the most important things a superintendent does.

What the 7 Commitments look like for a superintendent leading schedule execution.

WE, NOT ME

MAKE IT BETTER

A tight-knit team with a good plan and clear

High performers never stop improving. Ask

roles is a great team. The superintendent can

good questions, and listen more than you talk.

make it or break it.

OWN YOUR ROLE Your job is not to work on your own terms and make everyone adapt. It is to create an environment that is consistent and predictable.

SPEAK THE TRUTH Do not hide a problem — confront it. If the plan has an issue, be humble, talk about it, and fix it.

DO ONE MORE THING

TRAIN YOUR REPLACEMENT

Stay open to new scheduling tools and

Do not hoard the plan. Share it. Grow the next

processes. Go the extra step that keeps the

generation by teaching them what you know.

plan moving.

THINK AND LEARN High performers never stop improving. Ask good questions, and listen more than you talk.

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STEP 01 · SCHEDULE EXECUTION

01 Create schedule execution and accountability plan Define when every schedule meeting happens and who leads it.

At the start of the project, the lead superintendent builds the plan for how the schedule will be executed and how the whole team and the trades will be held accountable to it.

WHY IT MATTERS

FIELD CHECKLIST

the whole project. Everything covered in this

Vision for schedule execution defined and shared

planning phase is further defined in this

Accountability set with every trade

This critical step sets the vision and plan for

playbook.

Startup agenda run with the full team

TEMPLATES AND EXAMPLES

Schedule Execution & Accountability Agenda

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STEP 02 · SCHEDULE EXECUTION

02 Set weekly meeting cadence Define when every schedule meeting happens and who leads it.

Create a simple one-page calendar of when all key project meetings occur, especially the schedule-execution meetings, and who is responsible for leading each one.

START WITH THESE

Click links below for details.

B&G internal staff meetings

6–8 week lookahead plans

Daily huddles with trades

Labor reports and crew management

1–2 week plan

On larger projects, it will be key to separate meetings per area. Those should be led by area managers.

TEMPLATES AND EXAMPLES Weekly Meeting Cadence Template Weekly Work Plan

THE B&G WAY · SCHEDULE EXECUTION STANDARD

PPTX OpEx - CONNECT

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STEP 02 · WEEKLY CADENCE MEETINGS

STEP 02

B&G internal team meetings

FORMEMAN MORNING MEETINGS Typically at 6 or 6:30 am every morning (10-15 minutes) Creates alignment; lays out tasks for our B&G crews on a consistent basis Usually held by super to line everyone out, communicate and understand any issues, and tackle what is most important for the day.

Highly recommend using OneNote or create an internal weekly work plan for simplicity and clarity on tasks.

WEEKLY (DAILY) ALL STAFF MEETINGS Typically Mondays with catered lunch Review the following: Action Item List (link) Drawing changes Team Health upcoming sessions Revisit Roles and Responsibilities Larger projects may visit more frequently than weekly and may prefer shorter morning meetings for all staff.

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STEP 02 · WEEKLY CADENCE MEETINGS

STEP 02

Daily huddles Superintendents should meet daily in the field to review the plan of the day and confirm that we’re doing what we planned to do in the 1-2 week plan, focusing on removing any barriers in place.

DAILY HUDDLE GROUND RULES

BEST PRACTICE FOR FIELD DAILY HUDDLE SETUP

Keep it short.

Start on time, and end on time.

No phones or distractions Stand up Get in a routine, stay in a routine.

Stay on track (2-min rule/ELMO) Tell the truth.

Remember the Golden Rule.

TEMPLATES AND EXAMPLES

Daily Huddle Guide

Daily Huddles

THE B&G WAY · SCHEDULE EXECUTION STANDARD

PDF

OpEx - CONNECT

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STEP 02 · WEEKLY CADENCE MEETINGS

STEP 02

1-2 Week Plan At the start of the project, the lead superintendent builds the plan for how the schedule will be executed and how the whole team and the trades will be held accountable to it.

FIELD CHECKLIST

TOOLS TO ACCOMPLISH PLAN

Ensure the plan includes every activity happening on jobsite Record the manpower in each crew

Weekly work plan

2-3 week Excel sheet with manpower included

Coordinate efforts to ensure work is ready

OPC Task Planner, Touchplan, and other software tools

Make sure we’re hitting our milestone dates

OneNote completions lists

THE B&G WAY · SCHEDULE EXECUTION STANDARD

Manpower loaded schedule

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STEP 02 · WEEKLY CADENCE MEETINGS

STEP 02

6-8 Week Look Ahead Meeting This bi-weekly meeting replaces the typical P6 sub schedule review. The team looks 6 to 8 weeks ahead, reviews milestones against the lookahead plan, and identifies the constraints that could hold the project up.

It is critical on large projects for the lead superintendent and lead PM to have a prep session the day before the Lookahead Meeting.

LEAD SUPERINTENDENT CHECKLIST

LEAD PM CHECKLIST

Open with safety and security issues Each foreman reports out Cover general and hot topics Review milestones and project flow against bible dates and key plans Review 6-8 week look ahead plan

Work as a partner to identify constraints within next 6 weeks Review procurement status Manage the Constraint / Action Item Log and other key project logs Review RFI / ASI changes Plus/Delta (once a month)

TEMPLATES AND EXAMPLES

Lookahead Planning Meetig Agenda

XLS

Pre-Alignment Meeting Agenda

HTML

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STEP 02 · WEEKLY CADENCE MEETINGS

STEP 02

Labor reports and crew management Planning is critically important when it comes to financials. Without a plan or proper execution, the financial projections become more difficult for your PM partner than they need to be.

Watch your money and understand your cost.

Be a great teammate to our PM. Communicate your plan clearly and often.

Make good financial decisions; own the budget as much as your office counterpart.

Plan and communicate well. Monthly projects are a critical part of the PM’s job, and your efforts can make them better.

Do your part to make sure B&G is getting paid for additional work, and do not proceed with changes without proper authorization.

Be present and have awareness. When change work takes place, a photo or text to your PM can help them capture cost and get us paid.

Stay on top of any changes involving time and money.

TEMPLATES AND EXAMPLES

XLS

Labor and Quantity Reporting Best Practices

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STEP 03 · ROLES AND RESPONSIBILITIES

03 Create org chart and roles and responsibilities matrix Document who owns what, with crystal clarity

Every successful project starts with a current org chart and a detailed roles and responsibilities matrix that spells out who owns each area of schedule execution.

WHY IT MATTERS

FIELD CHECKLIST

Having clarity around roles and responsibilities of each team member ensures that no task is overlooked. It also helps everone know their level of involvement (who is resposible, who is acountable) and helps leaders identify and

Team org chart created and kept current Roles & Responsibilities matrix completed Schedule duties documented per person Area ownership clearly assigned

assign growth opportunities.

TEMPLATES AND EXAMPLES

Team Org Chart Examples

PDF

Roles and Responsibilities Matrix Examples

XLS

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STEP 04 · P6 MANAGEMENT AND PRINTOUTS

04 Review P6 management and printouts Run P6 with the right columns, printouts, and variance tracking

Proper understanding and development of your schedule is the first step to running a successful job. Even if you don’t build the schedule, knowing the framework is the only way you can cast a clear vision.

P6 schedule showing the variance column

SUPERINTENDENT CHECKLIST Read your schedule front to back.

Understand the relationships; identify and communicate bad one to the scheduler.

Make the views simplified so they jump off the page.

Tracking variances is important.

Know your critical path and understand why it’s your critical path.

Variance report (next page) is usually around 4 pages vs. 30+ OPS.

If you’re building/rebuilding a schedule, keep broad strokes. Keep details in the Weekly Work Plan. If P6 is too detailed, it becomes cumbersome and hard to follow.

Include the variance report in your distribution.

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STEP 04 · P6 MANAGEMENT AND PRINTOUTS

STEP 04

VARIANCE REPORT EXAMPLE

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STEP 05 · VISUAL MILESTONES AND BIBLE DATES

05 Display visual milestones and Bible dates Simple, clean, must-hit dates displayed front and center for the trades

Sharing our milestone dates in a highly visual way is key for setting the vision and the big-picture accountability for the whole team and trades. It simplifies the most important must-hit dates out of P6.

WHY IT MATTERS Milestone dates turn the schedule into something the field can actualy use. It helps everyone see what absolutely cannot move, what’s coming next, how today’s work connects to the bigger plan, and where the job is slipping or gaining time. This is critical for all phases of the project, especially interiors.

WHAT VISUAL MILESTONE DATES DO Create alignment and reduce confusion Make constraints visible Improve accountability Help the field commuicate faster Display manpower loaded schedule

Make sure that the dates show a logical and smooth flow through the project, avoid having multiple trades in the same area at the same time, and avoid overloading trades and unrealistic cew flow.

TEMPLATES AND EXAMPLES

Bible Dates Sample Tool Miletone and Bible Dates

THE B&G WAY · SCHEDULE EXECUTION STANDARD

XLS OpEx (CONNECT)

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STEP 06 · POST KEY PLANS

06 Post key plans with dates Making the P6 plan visual and easy to understand for those doing the work

One of the best ways to communicate the schedule with our trades and self-perform crews is using a visual key plan with dates.

This has proven successful on B&G jobs time and time again.

BEST PRACTICES FOR KEY PLANS At a minimum, we should key plans for sitework, stucture, and skin.

Add milestone an bible dates to key plans to show crew flow and key dates Milestone dates could change. Post dates in a ways that makes updating easy.

Make sure to take a screenshot from P6 or just higher-level milestone dates to add a buffer as things slide.

TEMPLATES AND EXAMPLES

Sitework Key Plan Example

PDF

Structure Key Plan Example

PDF

Skin Key Plan Example

PDF

Key Plans

OpEx (CONNECT)

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STEP 07 · DAILY NOTE TAKING TOOLS

07 Daily note taking tools and process A sharable note system every team member contributes to High-performing superintendents take notes daily and consistently.

Ideally, they use a tool that allows for sharing document deadlines, commitments, and constraints, and they send updated minutes to the team and trades.

IMPORTANT MEETINGS TO DOCUMENT Daily Huddles Internal formeman meetings Team staff meetings Weekly work plan meetings POD meetings Lookahead meetings We invite you to use one of our many templates, so you don’t need to create your OneNote from scratch.

TEMPLATES AND EXAMPLES

Lookahead Meeting Template

(XLS)

Weekly Work Plan Meeting Agenda

(XLS)

Internal Foreman Meetings Other Example

(ONE NOTE)

Other Example

(ONENOTE)

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