Practice Management Member Conversations

This message has been cross posted to the following Discussion Forums: Construction Contract Administration and Practice Management Member Conversations .
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Keeping up with the times?  I would think that when I pay for subscription services annualy of $918.00 for Masterspec and $699.00 for AIA Contract Documents, as do many others, that these two groups would be ready for the new versions of Microsoft Office and the associated software with which they coexist. 

I had to purchase a new computer in January of this year.  The computer came with Office 2013 and Windows 7.  I then discovered that neither Masterspec nor AIA Contract Documents software work with Office 2013.  I immediately contacted both entities' technical support.  Both told me they expected updates in May.  I discovered today after visiting their website and contacting technical support that Masterspec cannot provide me with a timeline for updating for compatibility to the Office (Word) 2013 word processing software.  AIA Contract Documents website states that they will be compatible in June.

It is frustrating paying for software that you cannot use or need to carry around a new laptop and old barely functioning laptop in order to be able to use the software.  Has anyone else exeprienced these frustrations?

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Brian McNew AIA
McNew Architecture, APAC
Shreveport LA
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This message has been cross posted to the following Discussion Forums: Project Delivery and Practice Management Member Conversations .
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AIA KnowledgeNet discussion forums are a place for the kNet community to share knowledge and network.  Please abide by the AIA Code of Conduct and  Community Conduct policies to which you agreed when you signed onto kNet. 

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~Susan Parrish~

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Susan Parrish
The American Institute of Architects
Washington DC
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Hi Steven,

This request popped up in 2010 on the forum. There is a new URL of the Human Resources related Best Practices that are written and solicited by AIA members.

http://www.aia.org/practicing/bestpractices/AIAB091192

Since it's now 2013, can anyone else on the forum chimed in with good resources or advice?

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Kathleen Simpson
Director, Knowledge Communities
The American Institute of Architects
Washington DC
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Show Original Message -------------------------------------------
Original Message:
Sent: 04-06-2011 08:36
From: Steven Eggers
Subject: Metrics to Evaluate Architectural Staff


I would like some suggestions as to what metrics for evaluating staff performance are used by architectural firms. I have struggled with what is fair since most projects have multiple firm members working on them. Different metrics would seem to be needed for Project Managers, Project Architects and Interns. Any suggestions?
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Steven Eggers AIA
K. Norman Berry Associates
Louisville KY
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Karen Compton is back to present a Business Development webinar! 

 

"More Wisdom of the Ages:  Business Development" on March 28^th.  Do you have a business development related topic you'd like Karen to cover?  If yes, submit your question.   Register Today 

 

Additionally, PM has two more informative webinars scheduled for May and June.  Each webinar is scheduled on a Thursday, from 1:00 - 2:15 pm Eastern.  Registration is free and attendees are eligible to earn 1.25 AIA LUs.

 

"Project Management Series: Accounting 101 for Project Managers" on May 16^th presented by Stephen C. Evans, AIA  Register Today

 

"Project Management Series:  Project Work Planning - the process of planning and executing a project" also presented by Stephen C. Evans, AIA Register Today

 

To read descriptions and register visit the PMKC Webinar Resources page.

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Susan Parrish
AIA Knowledge
Washington DC
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Have you ever wanted to get advice on your toughest business development question? Well, now is your chance. Until March 10th, submit your questions.

Tell the presenter what you'd like covered: https://www.surveymonkey.com/s/QuestionsforKaren

Karen Compton, presenter of last year's webinar, Best Practices in Business Development, will present part 2 of our highly attended webinar by taking YOUR business development questions and concerns and offering real world advise on everything from trends to managing partners' impassioned pleas to purse everything!

This session is designed to examine: trends and challenges facing business development, best practices in strategic/business development and your firm's effectiveness.



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Ann Harris
The American Institute of Architects
Washington DC
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Dear Peter,

Thank you for sharing your insight especially in having worked with projects in KSA. To give my perspective in this, Bahrain is an open construction market where majority of the medium large scale projects involve various scheduled and unscheduled stakeholders which are chained to various government depts such as the works ministry, civil defence, communication dept, and many more which further dominate on these project stakeholders very much which makes the client very much rushy and disoriented, if expected in between the project run for that matter. So signing a basic project kickoff contract terms with the client and addressing the above problems and risks cannot fully calm the client because at the end of the day the client only cares of the money he puts into and this makes the designer (consultant) fully accountable. Secondly, the project faces various fragmentation issues at different stages of the project run. Majority of the construction projects are completed as a race to finish works irrespective of organisational structure or methods used. I feel the construction industry faces a great threat of blame culture too. 



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Jasson Johny, Assoc. AIA
Design Projects Manager
First & Best Constructions
P. O. Box 2399
Manama
Kingdom of Bahrain

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Show Original Message -------------------------------------------
Original Message:
Sent: 02-25-2013 17:52
From: Peter Leoschke
Subject: Work conflict of interest

I is very important before starting any project with a client that you clearly define expectations and the project delivery process as well as project risks.  This would include a defining the scope of work in your proposal as to what will be accomplished at each phase of the project, project meetings, client reviews and deliverables.  When comments come back from reviews it is up to the architect to assess if there are any changes in scope that would require additional services.

Part of the scope of work would include what is completed at each phase, such as at the end of schematic design, the floor plan, building elevations, building section, typical wall section and exterior finishes.  If the client makes changes after that point than you will have to review with them the impact these changes will have on the scope, schedule, budget and fee for the project.

It really does not matter how small the project is, once the scope, schedule, budget and fee are set, any change made by the client requires a discussion with the client on the  impact this has on the project.  If time is of the essence than before a project starts, there should be a serious discussion about managing the risks of the project and how they will be addressed when they occur.

I have work on projects in Saudi Arabia and know that the approval process of moving from one phase to the next can be challenging.  That said, the client is an active member of the project with specific roles and responsibilities to the process.  Communication about the process and the potential challenges is critical before you start a project.  If you are in the middle, it may be worth while to get the critical people involved in the project and have a meeting to discuss a plan for addressing current issues and future ones so that the project can be delivered.



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Peter Leoschke AIA
Mead & Hunt Inc
Madison WI
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Original Message:
Sent: 02-23-2013 14:02
From: Jasson Johny
Subject: Work conflict of interest

Hi

I'm a person who worked in small scale projects. In an architect - client project encounter, I have noticed that the clients tend to be a kind of disoriented in these project by factors such as initiating immediate work revisions, change of specifications and detailing, rushing to deadlines and many more where one party argument is unheard by the other, how realistic the situation may be. This creates what I like to call the 'work conflict of interest' between the client and architect. It will be appreciated if anyone could share a few views on this if this issue is addressed as a lack of project Management. 

Thank you

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Jasson Johny, Assoc. AIA
Design Projects Manager
First & Best Constructions
P. O. Box 2399
Manama
Kingdom of Bahrain

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I is very important before starting any project with a client that you clearly define expectations and the project delivery process as well as project risks.  This would include a defining the scope of work in your proposal as to what will be accomplished at each phase of the project, project meetings, client reviews and deliverables.  When comments come back from reviews it is up to the architect to assess if there are any changes in scope that would require additional services.

Part of the scope of work would include what is completed at each phase, such as at the end of schematic design, the floor plan, building elevations, building section, typical wall section and exterior finishes.  If the client makes changes after that point than you will have to review with them the impact these changes will have on the scope, schedule, budget and fee for the project.

It really does not matter how small the project is, once the scope, schedule, budget and fee are set, any change made by the client requires a discussion with the client on the  impact this has on the project.  If time is of the essence than before a project starts, there should be a serious discussion about managing the risks of the project and how they will be addressed when they occur.

I have work on projects in Saudi Arabia and know that the approval process of moving from one phase to the next can be challenging.  That said, the client is an active member of the project with specific roles and responsibilities to the process.  Communication about the process and the potential challenges is critical before you start a project.  If you are in the middle, it may be worth while to get the critical people involved in the project and have a meeting to discuss a plan for addressing current issues and future ones so that the project can be delivered.



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Peter Leoschke AIA
Mead & Hunt Inc
Madison WI
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Show Original Message -------------------------------------------
Original Message:
Sent: 02-23-2013 14:02
From: Jasson Johny
Subject: Work conflict of interest

Hi

I'm a person who worked in small scale projects. In an architect - client project encounter, I have noticed that the clients tend to be a kind of disoriented in these project by factors such as initiating immediate work revisions, change of specifications and detailing, rushing to deadlines and many more where one party argument is unheard by the other, how realistic the situation may be. This creates what I like to call the 'work conflict of interest' between the client and architect. It will be appreciated if anyone could share a few views on this if this issue is addressed as a lack of project Management. 

Thank you

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Jasson Johny, Assoc. AIA
Design Projects Manager
First & Best Constructions
P. O. Box 2399
Manama
Kingdom of Bahrain

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Hi

I'm a person who worked in small scale projects. In an architect - client project encounter, I have noticed that the clients tend to be a kind of disoriented in these project by factors such as initiating immediate work revisions, change of specifications and detailing, rushing to deadlines and many more where one party argument is unheard by the other, how realistic the situation may be. This creates what I like to call the 'work conflict of interest' between the client and architect. It will be appreciated if anyone could share a few views on this if this issue is addressed as a lack of project Management. 

Thank you

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Jasson Johny, Assoc. AIA
Design Projects Manager
First & Best Constructions
P. O. Box 2399
Manama
Kingdom of Bahrain

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When serving as a Dir of Ops for a medium-sized firm, we conducted a mail-in survey of our clients to measure their perceptions of our performance.  It was designed to be easy for the Clients to fill-out and respond, and also easy to tally - to get a general perspective of the firm's perceived strengths and opportunities for improvement.  We actually had fairly good response from the survey - must better than the typical results for a mail-in type survey.  At the bottom of the survey, we did provide an opportunity to provide a bit more customized feedback.  We did encounter one client that made a fairly specific recommendation in his "Open Feedback" area.  When the surveys did come in, they were routed through administrative staff for tallying and the tabulation of the results, and the "open feedback" area, which most left blank or wrote something short, was not included in the tabulation.  When this one client that had spent a considerable time providing valid feedback about a specific issue he was encountering saw that no action was being taken on his recommendation and feedback, he did become quite frustrated.

Note to self: When soliciting feedback, be prepared to act upon the feedback and make changes where necessary, and when specific issues are brought to light as a result of the solicitation for feedback, address them in person by a Principal of the firm.  

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Stephen Lafferty AIA
Tampa Bay Area, FL
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Since posting "Digital Methodologies for the Lean Design Firm," a presentation on a "paperless" document/practice management software system, there have been more than 1000 downloads of the presentation.  I can only assume that the topic is of interest to many of you.  

I would appreciate any comments or suggestions that any of you might be willing to share with respect to either the topic or the presentation itself.  Thanks in advance for your assistance.  

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Mike Leinback AIA
Senior Associate
Randall Scott Architects, Inc.
Dallas TX

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Show Original Message -------------------------------------------
Original Message:
Sent: 02-06-2013 11:35
From: J. Michael Leinback
Subject: Paperless or Digital Files

Several have requested a PDF version of the presentation "Digital Methodologies for the Lean Design Firm" in addition to the PowerPoint file previously uploaded. I have included two PDF versions: one with presenter notes and one without. I hope you find this information beneficial!!

Regards,
Mike Leinback



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James Leinback AIA
Senior Associate
Randall Scott Architects, Inc.
Dallas TX
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Original Message:
Sent: 02-04-2013 12:43
From: James Leinback
Subject: Paperless or Digital Files

Before joining another firm, my small architectural practice was essentially paperless for the last 10 years of its existence.  During that time, I tried several different systems, all of which served me well.  My favorite software application was a program called, "Time Matters."  This application was originally developed for the legal profession which speaks to just how robost the program is in dealing with documents, timelines, scheduling, etc.  See http://www.lexisnexis.com/law-firm-practice-management/time-matters/ for info.  However, there are certainly other apps out there that probably do a great job.

In my opinion, when we architects try to develop a filing system (or any office system for that matter), our overly analytical nature causes us to create a monster.  For example, look at some of the recommendations on this forum for something as simple as a project numbering system.......wow!!  Simplicity is not a curse!!!  So..........first, I would suggest finding and implementing a program intended for this very purpose as opposed to trying to create your own system.  Secondly, train your people to actually use it and use it daily for everything: creating and filing letters, memos, etc; calendaring; filing emails, messaging co-workers, and so on. 

A few months ago, I presented a short program on this topic at the annual convention of the Texas Society of Architects.  I would be happy to share the PowerPoint slides from this presentation if you're interested.

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Mike Leinback AIA
Senior Associate
Randall Scott Architects, Inc.
Dallas TX
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Original Message:
Sent: 01-30-2013 08:34
From: Robert Mabrey
Subject: Paperless or Digital Files

I would assume that there are firms out there that have abandoned "paper" files and have gone totally digital. What was the process that you went through to make the transition? When you receive a paper document how do you transition that piece of paper to digital? What file structure do you use? Any input would be greatly appreciated!


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Robert Mabrey AIA
Beringer, Ciaccio, Dennell, Mabrey, Inc.
Omaha NE
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