Meaning

When an APM, PM, or Superintendent gets involved early, the purpose is to share information and surface risk—not to take ownership of decisions or direct work they are not responsible for. Problems start when early participation is mistaken for authority.

If roles are not clearly defined, people begin giving direction without accountability. Others hesitate to act because they are unsure who owns the decision. Work slows down, and responsibility becomes unclear—not because too many people are involved, but because ownership was never established.

Example Under Pressure

During preconstruction, a PM joins early coordination meetings to help align trades. As discussions continue, the PM begins directing sequencing decisions that are typically owned by the Superintendent. The Superintendent assumes the PM has taken control and steps back from making field-level calls.

As construction begins, decisions stall. Trades wait for direction, assuming someone else is in charge. When issues surface in the field, it becomes unclear who owns the outcome. The problem was not early involvement, it was early involvement without clear ownership.

Principle Clarification

This principle establishes that early engagement is meant to improve understanding, not replace responsibility. Visibility and alignment are the goal. Control must still be clearly assigned so decisions move forward and accountability remains intact.

“Engagement aligns the team. Ownership moves the work”