Small Project Design

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

I own a 10 person firm and we have one Monday morning meeting with the entire staff to go over all projects and staffing needs.  We have a monthly Principal management strategy meeting once a month.  But we mandate that all staff use TEAMS and communicate with each other especially in a hybrid work environment.  

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

I'm a sole proprietor of a 40+ year old firm.  For most of that time (pre-Covid) I had 4-6 full time employees.  I broke my staff down into design/production groups of 2 or 3 depending upon the workload. I always had one, most experienced employee as an office lead while I was out who managed the work.  For us, one meeting a week was more than adequate with rare exception.  That one key employee is the most critical component.

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

We are a 3 person architectural firm in Upstste NY.  Over the years our increased work load forced me to develop having Monday morning meetings.  It''s a good opportunity to review the progress of the current work and to prioritize what is going be addressed next for the upcoming projects during the week. This is a great organizational tool.

I'm a sole proprietor of a 40+ year old firm.  For most of that time (pre-Covid) I had 4-6 full time employees.  I broke my staff down into design/production groups of 2 or 3 depending upon the workload. I always had one, most experienced employee as an office lead while I was out who managed the work.  For us, one meeting a week was more than adequate with rare exception.  That one key employee is the most critical component.

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

I'm a sole proprietor of a 40+ year old firm.  For most of that time (pre-Covid) I had 4-6 full time employees.  I broke my staff down into design/production groups of 2 or 3 depending upon the workload. I always had one, most experienced employee as an office lead while I was out who managed the work.  For us, one meeting a week was more than adequate with rare exception.  That one key employee is the most critical component.

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------

Hello all, 

I've been with my small firm for almost 3 years and am recently transitioning into a new role - Operations Manager - to improve our inner-office organization, client communication, and achieving deadlines.

Our firm comprises 7 designers and 2 support staff; we have one all-office staff meeting on Tuesdays, and one "priorities" meeting with Our Principal, Project Manager, Ops Manager, and Financial Manager on Fridays. I often feel like we're not communicating enough.

I am curious how other small firms coordinate their project management. I am NOT a fan of useless meetings (no one is), but could we be having different meetings? Are 2 meetings with the focus on project deadlines + critical tasks not enough? 

Before working at this small firm I was at a firm of about 120, where organization was critical to succeed. I don't know how to translate the "large firm" organization knowledge into this smaller scale.

Any feedback on organizational management is VERY welcome!!

------------------------------
Jordan Albrecht AIA
Urban Design Associates Ltd.
Scottsdale AZ
------------------------------