Hi Justus,
Having gone through a similar transition almost 19 years ago, I am sure I could fill volumes with the many lessons learned in the intervening time. Working for the owner and the public carries a different set of requirements.
Firs,t be ever true to your moral compass in any and all actions. Avoid the appearance of impropriety at all times. Remember what it was like to think someone had a leg up on you because they treated a potential client with gifts and favors. It is even worse when you work for the public and appear biased or on the take, even when you are not. Speak your truth, but learn when and how to do so for best effect to avoid becoming a political scapegoat.
Second, the precepts of Project Management are to actively manage (not administer) the Scope of Work, Schedule and Budget, not necessarily in that order. Use your knowledge of the industry to look ahead to issues before they arise, be pre-emptive when your consultants are falling behind schedule or not paying attention to tasks or deliverable requirements. Manage all meetings for effectiveness and creativity, supply an agenda before the meeting takes place with clear goals outlined. Have the consultant keep minutes and an action and responsibility follow up plan. These actions help satisfy a Project Manager's primary directive. But as Architects in this realm, we have another imperative. When it is lacking or needed, we can provide the inspiration and support to the firms that undertake our work. We must let them know we wish to push any perceived limitations for a high quality, integrated design and outcome that we will all be proud of. In the end, it must serve the public well, uplift those that visit, pass by or work there for many years in the future and serve as a community point of pride.
Third, it is your job to negotiate agreements and fees fairly with members of our industry to obtain the best value for the public entity, while ensuring it does not undermine the ability of the Consulting and Contracting firms to perform and to meet or exceed your design goals. You are in the unique position to represent an entity that will own the building for 50 years or more. Life cycle costing, energy modeling and analysis, first cost vs. maintenance costs, etc. all become valid and useful tools to create a meaningful and maintainable architectural product. Pay the appropriate consultants to provide these tools and use them to lead the industry to new methods, better outcomes and to demonstrate their applicability for other projects in your state. Use industry or state guidelines to provide a reference point for your own level of confidence. You also have the unique understanding of what it takes to do a job well. employ your own in-house specialists in Public Works and other agencies to obtain their expertise to obtain the best solutions and build consensus.
Fourth, lead the way with sustainability and BIM integration in your projects for improved change order control, drawing coordination and to assist your stakeholders to understand what you are creating for them so they can buy in early and/or object to those solutions that will not work. Model good behavior towards the environment. It belongs to your state, treat it as a valuable commodity for all.
Finally, be patient, caring and listen. Weigh the options and if given the authority, be decisive when needed. Obtain approvals from stakeholders in writing at each step but recognize they may not have the last word and changes in scope may happen. Especially be patient and seek out like minded people in Purchasing and other agencies to help you expedite your work where possible. Working in a bureaucracy can make you mad if you let it. above all approach your work with joy, knowing everyday a new challenge will emerge and your days will be filled with creative, decision making, unexpected challenges and some let-downs. Relax, take a breath, be constant and enjoy, it is the start of a great new adventure. There is so much more waiting for you to learn and I am sure I have forgotten other important aspects too!
PS you won't be drafting but you may likely find yourself in the role of the design reviewer, collaborator and sometimes teacher at critiques and design discussions that will have a huge impact on the final outcome. Enjoy your new role and good luck!
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Jeff Thompson AIA
Assistant Director
Broward County Construction Management Division
Fort Lauderdale FL
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Original Message:
Sent: 07-11-2018 14:47
From: Justus Pang
Subject: Any advice for a someone entering a Public Works as a PM?
I will be starting at the Nevada State Public Works Division next Monday and I thought I'd throw out a line to see if any of y'all would have advice for someone transitioning from working in small private practice to bing a PM for a state agency. The job description does require a license, but I've told to expect that I will not be drawing in this position.
I have a pretty wide range of experience starting in small residential through commercial work of all types, with recent forays into government work over the past couple years. So I'm pretty comfortable with the ebbs and flow of projects, but I've never been client side nor have I worked within the government.
So any advice would be greatly appreciated, as well as any books worth reading (even though I've never owned my own firm, most of the business books I've read have been of an entrepreneurial bent).
Thanks in advance!
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Justus Pang AIA
Las Vegas, NV
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