I have heard being an account manager in the security integration space is a lot like playing rugby: head on a constant swivel, complete dependence on your teammates to advance and action that doesn’t stop when you get knocked into the mud.

Imagine a world where we juggle sales, project management and the occasional on-site crisis. Now, picture us sitting down after each major project, not to play the blame game with our operations team, but to have a good ol’ After-Action Review (AAR). Think of it as the integrator’s version of a post-game film review where we transform hiccups into high-fives.

The Origin Story: From Battlefields to Boardrooms

For clarity, the idea of AARs comes from the military. The principle is that every mission, regardless of its success or failure, has something to teach.

The armed services conduct AARs to analyze what happened, why it happened and how to improve next time. As a project-oriented company led by U.S. Army veterans at the executive level, introducing AARs into Pref-Tech’s routine was a natural fit. After all, delivering large-scale integrated security installation projects can sometimes feel like a tactical operation. 

The Tale of Two Projects: Learning the Hard Fun Way

I fondly recall two projects for which recent AARs were conducted with our project managers and estimators. The differing nature of these projects exemplify the wide range of outcomes and lessons that can be gleaned from an AAR. (Disclaimer: I’ll use quippy monikers for each project to uphold NDAs).

First up, the “Downtown Delight” project. We were contracted to do a large installation for a corporate client. Everything was going great, clients were smiling and we were on schedule. However, during our AAR, we found some subtle issues. For example, a misunderstanding with our supplier led to equipment deliveries later than expected. It didn’t cost the project this time, but it was a wake-up call that led to improving communication with our manufacturer and distribution partners. Furthermore, our estimators were able to hear first-hand from project managers how their due diligence in obtaining quotes with ETAs (as opposed to without) is a simple, front-end step that can have a significant bearing on project success.

Now, for the “Water Plant Whirlwind” project. This one was a security installation for a water treatment facility, and boy, did we hit some bumps. Unforeseen site conditions and unbriefed team members turned the project into a rollercoaster. The AAR was a bit like ripping off a Band-Aid, but it was worth it. We pinpointed planning flaws and beefed up our briefing process for complex projects. Plus, we created a safe space where everyone felt comfortable discussing what went wrong without feeling blamed.

AARs: The Ultimate Team-Building Exercise

One of the most compelling outcomes of conducting AARs is how they bring our sales and operations teams together. These departments can sometimes feel like they’re on different planets, but AARs bridge that gap.

On one project, the salesperson promised the client a software feature that the operations team discovered at the last minute, causing momentary chaos as they scrambled to deliver. During the AAR, both teams discussed the issue. Sales learned the importance of consulting with operations before making promises, and operations gained insight into the pressures faced by the sales team. Since then, coordination has improved dramatically, and surprise deliverables are quickly becoming a thing of the past.

Celebrating Wins: The Feel-Good Part of AARs

AARs aren’t just about finding and fixing problems — they’re also about celebrating what went right. This boosts morale and gives us a playbook for future projects.

Take our “School District Sensation” project where we finished ahead of schedule for a K-12 institution. The client was over the moon about our professionalism and efficiency. In the AAR, we dissected why everything clicked. Early client engagement, detailed site surveys and a super-coordinated team were the heroes. We documented these practices into our core processes and can now help steer new projects.

Continuous Improvement: Our Secret Sauce 

AARs are a cornerstone of our commitment to continuous improvement. They show our team that we’re always striving to do better, and this mindset sets us apart in the market. It tells our clients that we’re dedicated to excellence and constantly refining our processes.

Beyond the technical aspects of refining our service offering to external clients, AARs are crucial for building trust and accountability within our team. When team members see that the company values their input and is willing to listen and learn, it fosters a sense of ownership and accountability.

On another recent project, a newer technician made a mistake that caused a delay. During the AAR, we didn’t focus on the mistake itself but on what we could learn from it. The technician shared his perspective, and we identified the gap in our training program. This approach not only helped us improve our training but also built the technician’s confidence and trust in the team. 

The Road Ahead

Conducting AARs is an integral part of our project management process. They help us learn from our mistakes, celebrate our successes and continuously improve our performance. By fostering collaboration between the sales and operations teams, documenting best practices and promoting a culture of growth, AARs play a crucial role in our success.

As we move forward, we remain committed to thorough and honest AARs. They’re not just meetings; they’re opportunities for growth and learning. By embracing healthy AARs, we ensure that we’re always moving toward excellence one project at a time, much like a rugby team advancing the ball down the field. While there may be no shortage of scrapes, bruises and hiccups, it will be the team wins, smiles and high-fives that I will remember for years to come.