Everyone knows cash flow problems cause more business failures than any other factor-then why do so few contractors train their project managers to proactively focus on cash?
On a typical electrical construction project, a project management team's success is measured on gross profit. Cash flow concerns are left to the controller, CFO, or sometimes even the owner. What's behind this mindset? For one, there is the thought process that outside of progress billings, project managers have little control over cash flow. The second is the theory that cash flow and profitability
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