Small Firms Ideas Exchange

I’ve traded a few e-mails with Laura M. of Sacramento about the vicious circle. On the one hand, you have a client who requests additional services and then reported to Laura, “I don’t want to pay because it should not cost that much.” On the other hand, you have a contractor who may not like playing nice. The contractor finds faults with your drawings and reports/complains to the owner (not to you) or you have a contractor asking tons of questions when CCA is not in your scope. I’m sure we have our battle scars from these situations.

To preface the discussion, be honest with yourself regarding the quality of your design and document.  If you boogered it up and it’s not right or not clear, fix it quickly. Then do a postmortem and try not to make the same mistake again.

Quick Tips
One Hand:  The best “tip” I can offer regarding additional services I learned from an attendee in a seminar I presented at a atate AIA convention. When one of her clients asks for a service (which is not in the base contract), she will very politely ask then “Ok, we can do that and how would you like for us to bill you for that additional service?” The point here is that she makes it very plain and clear that the work requested by the owner is beyond the basic service bounds. This gives the owner the opportunity to be involved in crafting a solution. From my experience, when this type of open negotiation occurs, there is less chance the Ad-Serve won’t be paid; however, this predisposes that as architects we really know what’s in our contracts and dictates that we speak up for ourselves and not give away the farm. After all, the “Highway to hell is paved with good intentions.”  Don’t give away the farm with your kindness and willingness to serve!

The next “tip” I have is when the owner is trying to get something for nothing or a contractor is not playing nicely.

Other Hand: Try to have an open and honest discussion with the owner and his or her contractor before construction begins. The major key here is a proactive approach. If you didn’t include the “time” in your proposal, think of it as “marketing” and spend an hour setting up the project for execution success.  I’ve had success with approaching the owner with “Hey, let’s invite your contractor to a quick meeting to see if they have any additional suggestions or modifications to save you money. If we get it written down, you’ll get the full value of changes and you’ll have some documentation so that the inspection folks won’t make you change the project to match the drawings when you’re ready to move in.

Cautions
I suggest using some of the tactics from One Hand, i.e., “how shall I charge your for that?” during the friendly Other Hand discussion to be clear on professional services that are completed when the drawings are handed over and that you’re available for on-site consultations.

—Lisa Stacholy, AIA

I posted this blog on 5/19/08: http://blog.aia.org/smallfirms/2008/05/a_challenge_to_the_aia.html

It was an open challenge to the AIA. “Be more to the current members than you presently are.” Apparently they weren’t reading or there was a particular cranial obstruction in a sanitary line which caused limited comprehension. It seems like there may still be somewhat of a mismatch between what the AIA wants and what members want.

I’d like to thank Adam H. of Henderson, Colo., for the following insight. He received a spam/e-mail from the AIA on 4/30/09 on “Affordable Healthcare for All Americans." He expressed extreme concern over the action the AIA was encouraging for its members.

In the coming months, Congress will debate legislation that would dramatically reform our nation’s health-care system. The AIA is currently analyzing numerous proposals to assess which policies will best serve our members. Although we do not support a particular bill at this time, we believe that any successful health-care reform policy must accomplish two goals: reduce health-care costs and increase access to quality health care.

I therefore urge you to contact your federal representatives in Washington and ask them to work quickly to debate and pass health-care reform legislation.  At this point, there is not a one-size-fits-all approach that will benefit all members of the Institute equally. However, it is critical that Congress hears the voice of America’s architects and understands that health-care costs are spiraling out of control and are impeding our ability as design professionals to create healthy, safe, and sustainable buildings and communities.

Adam was moved by the e-mail and contacted the AIA, inquiring how the AIA could advocate for more governmental control on individual responsibilities?
Tell legislators to work quickly and reform (to what, something worse?)
stating that health-care costs are out of control and architects can’t design. 

As of yet, I do not believe that Adam received a response. I wonder how I missed this gem of an e-mail from the AIA; I was at the convention (on my own nickel) presenting a seminar. So I’m wondering

• did you see the 4/30/09 e-mail?
• what did you do? 
• how are your health-care costs?  Spiraling out of control? 
• does that cost keep you from creating?

What are Adam and I missing here?

Remember those days in (or just before) college when you and your friends were trying to select majors?  I still joke that folks with really short attention spans wound up in accounting (alphabetical order for catalogs?) and those who spent a little more time (before running off to the watering hole) wound up in architecture? I never have figured out who wound up in zoology (ha ha, that’s a joke). All joking aside, I realized that the college curriculum for architecture wouldn’t really “teach” me how to run a business; I took summer electives in accounting and economics. (Okay, so maybe I tend to be a little geeky; but hey, don’t we all?).

I’d like to thank Denis D. from the northern side of Arkansas for the question/suggestion on this blog. He’s a sole practitioner who is stepping into QuikBooks for his accounting program. My sole advice to him was twofold:

• “keep it simple enough that you’ll actually use the chart of accounts”
• “create topics that are standard enough to be recognized or common, while being useful to track the expenses (and income) that is important to you”

I forwarded the chart of accounts which my accountant gave me years ago (along with my numerous edits, pencil additions, and deletions) along with some other “wisdom” on how I hate doing all the withholding, FUTA, SUTA, FICA, etc.  Essentially, I took the first list provided to me and edited/modified the accounts and numbering sequence to follow (sequentially, sort of) the timeline process by which we manage projects from initial contact through completion.

How else have other small firm or sole practitioners tackled this beast? I’d also be interested in your successes (or what you did that you don’t like). In a nutshell, I do my billings (accounts receivable and payable) on Mondays to get us motivated for a good week; and we do all the filing on Fridays (ha ha; Money Monday and Filing Friday).

After all, life’s too short for each of us to make all the same mistakes. Let’s learn from each other. Cheers!

—Lisa Stacholy, AIA

I get buried in e-mail from time to time. It’s a bear to keep up with, especially those wonderful folks who “reply all”… aarrgghh!

I read something recently that is a good reminder.  Use the journalistic inverted pyramid when crafting e-mails; your readers will thank you.

Putting the “who, what, when, where, why and how” clearly up front in your e-mail is critical for concise communication.

Remember: e-mail is just a simple tool. It should not be a treatise on your topic and put a deadline or timeline on the information you’re communicating. It will help you and your readers not clog e-mail in boxes with stuff just hanging around.

Read more:http://h30458.www3.hp.com/us/us/ent/732569.html?jumpid=em_di_480926_US_US_0_000_hpc_us_793119_across-bg&dimid=1006812714&dicid=taw_May09&mrm=1-4BVUP

—Lisa Stacholy, AIA

I’d like to thank Thomas F. of Portland for the blog suggestion, Marketing. We all agree that typically word-of-mouth marketing is the best, as it leads clients to us who are already very interested in the services we have to offer. However, when work slows down like it has of late, what else can be done? With the upcoming stimulus money making its way through the pipes, I have noticed a substantial increase in public RFP solicitations. 

Thomas has a relatively “new” firm and may not have the necessary horsepower to go toe to toe with some of the older, larger, and “more established” firms. I have an established firm with an established following, yet we still feel intimidated responding to some of the RFPs I know we’re well suited to handle.  Yet, the “older, larger and more established” firms now seem to be catfishing (that is, reaching for everything, just to stay).

For my firm, I have reaffirmed alliances with 3 other firms and we’re collectively going after some of those RFPs.  For Thomas’s firm, he’s wondering what advice anyone can offer for the “how to” of marketing in the new hope-and-change environment. My first suggestions to him have been a) define your ideal client and your ideal project, b) be honest about the skills you have which are head and shoulders above others, c) find people/resources or firms/friends that you can align with where together you’re an awesome team, d) leave all egos at the door e) get busy!

—Lisa Stacholy, AIA

I’ve spent a little time thinking about who or what would be my perfect client and/or project.  I’ve been revising it for a while now and my list of the Perfect Clients is very simple:

• Is honest and forthright
• Pays invoices on time
• Recognizes the skill and experience my firm brings to their project
• Is willing to consider alternative solutions
• Realizes that intellectual property is not a commodity; additional value is gained over the long term (institutional memory a plus)

Focus on your work.  I keep a general weekly To Do list and a daily Tasks list.  The weekly list gets verified monthly and changed only quarterly; the daily list is prepared when we’re waiting for the coffee to finish percolating! Some tips/hints for discussion:

1)  Write out a schedule and accomplish at least 40% of your To Do list for the day. This allows you to make progress, while dealing with issues that can use attention now rather than defer until later and require more effort.

2)  An “old timer” I know doesn’t answer the phone after 4:30 on Friday afternoon.  He notes, “I can’t do anything about what they’re asking and that will only make me frustrated.” Instead, he sets aside blocks of time to receive and return phone calls every day but not at the same time each day. This allows him to reach clients and/or associates on their schedule, not on his. They appreciate that.

3)  I have a weekly list of work I must get accomplished during particular blocks of the day.  This helps me in two main ways: first the temptation to spend more time on something new is curbed when I exceed the time allotted and, second, use two time blocks during the week to socialize with past and current clients/colleagues, etc.  (Some people call this marketing; I like socializing better. It’s more fun!)

What works for you?  How do you get more out of your day?

—Lisa Stacholy, AIA

I’m wondering how do you “research” a potential new client?  It’s easy to ask "How did you find my firm?” or "What is the project?” or "What’s your project budget?. Notice I said “project” and not “construction.“ It's very telling if they pick up on the difference between those two terms.

What else and how else do you vet your potential clients?

—Lisa Stacholy, AIA

Ok, so it's a new year. Most architects tend to be optimists, seeing our cups as ½ full (and our designs ½ built?). What are your resolutions for this new year?  I'll start... I resolve to stop going on as many "wild goose chases" with potential clients.

Happy New Year!

—Lisa Stacholy, AIA

This is the third entry in a three-part series on “big picture money management for architects.” 

Exposure Reduction
What kinds of exposure do architects live with? Contractual, liability, and financial.  Let’s just talk about financial here. Our team of engineers is good and reliable. We also agree that we’re “pay when paid” in our all work. So far it’s been good. We agree that we’re in this together.  The time when we share our exposure is when payment from the client is slow; we try to avoid that.

• We’ve taken a look at invoicing and streamlined it as much as possible. A clear, accurate invoice that is tied to the contract and is easily understood is more likely to get paid faster.
• At the beginning of a project, we’ll ask for the client’s criteria for submitted invoices: what’s required?  job number?  contract number?  cost center?  hard copy?  electronic copy?  We follow those “rules.”
• We get retainers upfront on all new clients; we stay on top of invoicing deadlines and stick to them. We try to set up all contracts as “cash transactions,” that is, when the particular drawings are complete, we get payment. We try not to extend any credit – ever. At least in Georgia, by allowing payments after the drawings are complete, you’ve extended credit by not specifically saying “payable upon completion of the work” (I know it’s goofy… that’s for another day).
• Sometimes, we’ll consider offering a 2% discount for payment net 10 if we need to extend credit (note: we really don’t like extending credit at all – ever).
• After invoices are sent we’ll follow up with an e-mail or phone call: “Did you receive it?  Has it been entered for payment? Thank you!” This has head off “misdirected, lost 30 days” more times than I can count!  Besides that, it’s another chance to chat with your client.
• Realize that ultimately “systematic and speedy” collections are perhaps the cornerstone of managing the financial risk exposure. When things don’t go right, take a look at a few articles by the SPP for more hints: http://aia.org/spf_nwsltr_0404 specifically “hire a black hat”

Ok, by now you should have a firm(er) handle on what you’re doing and what you need to be doing better.  Anything you can share?

—Lisa Stacholy, AIA

Details count.

A while ago (over 4 years to be more exact), I gave an intern a hand-written shopping list and sent her off to Office Desperate to pick up a few things (I didn’t specify quantities, just the stuff we needed).  As of Halloween 2008, we just finished using the binder clips she purchased. Did I mention I didn’t specify quantities? She was a bargain hunter: “It was a Buy One Get One at Half Off Sale. Look at these great binder clips I got.”

Since that experience we spent a little time and typed up the usual “shopping list” of what the office needs to function (including quantities to have on hand and when to order more).  That little list has done a great job (and saved more than the time it took to prepare it) just in being able to compare the cost of ink/toner cartridges alone! 

So, with that story, let's review how you do things on the “expense” side of your office.  Be prepared to answer 3 main questions:  Is it necessary? Is it negotiable? Is it efficient?

• Is it necessary? It may be a good time to reevaluate your fixed costs (and contract lengths, i.e., Internet services, office phone lines, cell phone service, etc.).  You’ll be surprised when you find that you've had a “standard maintenance agreement” and never used. Consider terminating it.
• Is it negotiable? Talk to your long-term vendors for better rates (now, in the short term).  We’ve found that technology (printing services, FTP services, etc.) are becoming more aggressive in maintaining their customer base (hint: that’s us architects).
• Is it efficient?  Review your old business habits (you do have some, don’t you?) Review your accounting and invoicing procedures?  Can you do it any easier or faster? Is that software really worth the expense? Do you really use all the bells and whistles that the accounting software offers? Can you purchase a lesser subscription and get only the parts you use?

Does any of this resonate? Any more suggestions or tips? Next week: Exposure Reduction.

--Lisa Stacholy, AIA

I recently received in the mail from a charge-card company a little flyer about money management in the current economic conditions.  Usually I read these “paper-spam” and put them in the recycle bin. This one I’ve held out and we are using as a tool for review.  I’m borrowing and paraphrasing the helpful suggestions that directly relate to architecture or the practice of and running a firm. The information is so good (and so dense) I’ve decided to split it into three blog entries. Read on, make your suggestion, and come back!

Appearances Do Matter

• Know your business credit report. If you're a sole practitioner, be careful. Make sure your company details are accurate at all the major reporting agencies, especially those that focus on business reporting.  Most of all, confirm accuracy of your payment history.
• Pay on time.  I can’t stress this enough!  Even if you need to make a “minimum payment” only, follow up ASAP with the full payment when you can.  I think two payments in the same month look good on the credit reports.
• Manage your debt wisely. In my office, if we don’t cash we don’t purchase unless there is a direct and quantifiable productivity boost for having the item.  A few years ago, I applied for a business line of credit; it is still sitting there.  On an annual basis, I need to update our info, chat with my banker, etc.  It has been one of the top five marketing moves I ever made to get exposure for our firm.  (Always have your 3-minute infomercial on your mind – be willing to share it and ask questions of potential clients or lead sources!)

Next week:  Details Count

—Lisa Stacholy, AIA

I’ve always made it an “office standard practice” to express thanks to all the people who are involved in the work we do. Obviously we all thank our clients for the privilege of working on their projects. We also thank all the folks in our offices for their hard efforts to accomplish the work.  Who else do you thank?
 
I’m especially thankful for the great team of product and vendor reps who call on our office, you guys are some of the unsung heroes of pulling off a really good project. I also try to extend thanks to the subcontractors who take the time to make sure they do a good job, not only for the GC, but also the project; we all benefit from those efforts.  How do you say thanks?
 
I need to admit I “borrowed” an idea from one of my favorite paint reps… giving Starbucks coffee cards to someone when they do something a little “above-and-beyond,” sort of that “little act of kindness” you see on bumper stickers.  As we get to know our clients, we might get a gift card for them at a favorite shop so they can get a goodie for their new digs, or for some, an iTunes gift card does the trick.  Some of my closer colleagues get bestowed a bottle of my personal favorite Georges Deboeuf Beaujolais-Villages wine.  It just depends.  It seems like it’s all about connecting and maintaining a connection with the folks we’re glad to work with.
 
Finally, I like it when particular folks in our industry become “known” for the gifts they give; the GC who gives a toolbox full of candy at Halloween; the MP&E engineers who give a box of peanuts (I’m sure there’s a hidden text in there somewhere “we work for peanuts”, haha) ; the GC who gives Vidalia onions when in the peak of season (“our work won’t make you cry”).
 
One architect I met a few years ago had done a project for a microbrewery.  The project went well, and the architect had the idea, “What if we take photos of what we think are the top 6 projects for the past year, design a label, and give out a six-pack of their seasonal best”… It was in instant success, for both the brewery and for the architect.  It has become a “joint tradition” that blurs “Giving Thanks,” “marketing,” and “friendship” into one happy little package.  What stories can you share?
 
Happy Thanksgiving from LKS Architects Inc. in Dunwoody, Ga., and
from the AIA and the Small Projects Practitioners knowledge community.

—Lisa Stacholy, AIA

I’ve recently had more than a few clients change critical project criteria after construction documents are complete.  I’m puzzled, and I’m struggling with a number of issues:

On Veterans’ Day, I was thankful that I’ve had freewill and free choice in my life. I started working in an architect’s office when I was 17 years old; this was afforded to me because I a) asked my high school guidance counselor to arrange my Junior Shadow Day at an office that was biking distance from my house and b) I managed to collect enough credits (thanks to summer school and On-Job-Scholastic for my part-time job) which allowed me to graduate from high school a year early. They hired me to start the Monday after high school graduation.  I was hired as a gopher…this was when only a few offices had fax machines. I would drive around (in company cars; remember, I rode my bike to work?) and deliver memos, transmittals, drawings, field reports, etc.  I asked tons of questions.  I watched, I asked, I thought, I learned. 

I noticed that over those first 3 years while I was working and attending community college that the architects were increasingly excited about the “Field Inspections” becoming “Field Observations” for fulfilling contractual obligations.  The crusty old field inspector who worked at the architect’s firm was a wealth of knowledge and, I’m positive, made sure all those buildings in southwestern Florida were constructed in strict compliance with the contract documents.  Howard was nearing retirement, and didn’t get too ruffled when his job position was on the verge of being eliminated, due to a change in the contract requirements.  He stayed on and performed the field observations; the new form notes weren’t as enlightening to my understanding of design and construction.  All in all, it seemed like the firm was “happier” being released from inspections by performing the observations.

As time when on, I went away to the university (go Gators!) and would return home to work summers at the firm.  There was a definite shift in how/what was included in the CDs when the inspection was changed to observation.  After a few summers, it became obvious (to me… still watching, asking, and learning) that there was a new little burr under the saddle in that the architects had less “teeth” to make the contractor do what they were supposed to do via the inspection process; after all they are only observing.

In the time since finishing my degrees, fulfilling my internship, completing the exam process and starting my own firm, I have heard references back “to when we could really inspect our projects” and do some good.  I have heard lamenting on “Oh, why did we ever give up the right to inspect our own projects?”  An old-timer told me that our profession was forever changed with the shift in releasing the inspections to give way to lower liability exposure; that was a watershed moment in the worth and value an architect brings to the project. We were reduced.  He added, just in case I was too young to understand, “We never should have given up that right, don’t let your generation do something stupid like ours did.”  Sothat last horse left the barn and we tried to close the doors. . .too late dudes, they were gone.

I wonder if the design-build delivery method would have grown the legs if that didn’t happen.  I ponder if BIM and integrated practice would be on the verge of taking off like they apparently are if inspect was still mission critical to what we do.  These could be good “watersheds,” but it seems like architects are trying way too hard to put themselves back in the process.  So I’m adapting my revised business strategy of what I’ll do (differently) to manage my practice while trying to learn from the past.  I want to thrive (not just survive) the next 4+ years.

To my view and comprehension of all factors architectural and not, it does seem like there is something currently great here and now that is on the verge of being lost forever.  I’m looking harder at my contracts, office processes, and services I offer to do all I can for my clients, their projects, and their constituents.  What other opportunities might be in front of us in midst of this new watershed?  I need to read Ayn Rand’s Anthem and Atlas Shrugged again.

—Lisa Stacholy, AIA

One day I was just trudging along, feeling downtrodden wondering why sometimes it feels like an uphill battle. I asked a friend for some “words of wisdom” to gain a little perspective for when I feel like I'm fighting the same battles on my projects. His advice:

If you don't want to fight the same battles, change the context:

•  Superior weapons
• Different opponents
• Different battlefields

As a newbie to karate, this make sense.

I also realized that there are a handful of wisdom kernels which have become embedded in my wiring:

• Doubt:  Set it aside; rely on your own strength, character, and fortitude. Be American!
• Future/Dreams:  The best way to predict the future is to create it.
• Best:  Your best changes with internal and external forces. Consistently do your best, knowing that it fluctuates. If constantly striving to exceed your best, your resources will be depleted and tomorrow will be harder.
• Seriousness:  Don’t take yourself too seriously; be happy, be willing to learn from mistakes (yours and others), be willing to share, and don’t let your ego get in the way of serving.
• Motivation:  Just do your best; momentum feeds motivation
• Cutting Fees:  I’d rather eat macaroni and cheese with my kids.
• Momentum:  Have your own “standard” (schedule, method, sequence, etc.) use it when you’re not getting started; when you are under way, be willing to adjust your standards like Calvin and Hobbes play Calvinball.
• Endurance:  As Dory from Finding Nemo says, “Just keep swimming.”

—Lisa Stacholy, AIA

I have had the good fortune to speak at a variety of AIA conventions (national and some states). This past week I was one of several featured speakers at the Arkansas state convention. 

First, I want to throw roses at the AIA Arkansas board, the speakers selection committee, and most of all Joie K. who made everything look easy, perform seamlessly, and who took every effort to make my job as a speaker so pleasant (Joie, you rock!). 

Second, I want to thank Barbara Ann (another speaker whose topic was "On the Lighter Side of Dark") for sharing the wonderful story of her service dog with me.  It's these moments of inception that can result in the most powerful partnerships.

Keeper is Barbara Ann's 10-year-old German Shepard that watches out for her.  When Barbara Ann met her new dog, the dog's name was Peaches. She decided a new name was defiantly in order. When a service dog is matched with a new person, the new team of dog and person are trained on how to work together—much of which depends on the rapport between the two and the ability of both to communicate with each other, hence the importance of the name.  During training Barbara Ann said she was puzzling on what she would like to rename the dog, knowing that it is a critical piece of core communication that she was intending on changing.  Nearing the "graduation," the new dog/person team takes a journey to a new location yet unexperienced by either member. In Barbara Ann's and Peaches' training, the trip involved mass transit (both train and bus), urban city streets (which were under construction with jack-hammers, etc., with a few emergency vehicles thrown in for good measure)—in short, the most difficult of situations faced the new partners (but the best test of their partnership). 

Incidentally dogs, especially service dogs, are best rewarded with praise.  Upon arriving at the destination, Barbara Ann said she knelt down close to Peaches and began telling her she was wonderful, she could rely on her, and ended with, "You sure are a keeper." The trainer told Barbara Ann she just found the perfect name—Keeper.

I tell this story in tribute to Barbara Ann, her accomplishments and to honor Keeper and all the other service dogs like her who devote their lives to one master. I also tell this story to remind myself of the power partnerships, good will, and hope for the future.

—Lisa Stacholy, AIA

Let’s talk a little pragmatics of an office. How do you handle the necessary “evil” of computers?  I have a small network (server, 5 PCs, plotter, scanner, network printer, etc.) that has developed over the years along with the methodology  and I've slowly (painfully) started to periodically upgrade portions of the full computer system (10-base T gig switches, newer processors, external hard drives, back up methodology, etc.).  Last week I had the gig switch die. No, I did not have a back up to use (duh, who does that?) so I had to wing it down to Office Desperate. It took a few hours to remove and replace and rearrange the pieces, but it was back up and running 98 emails later. I’m wondering if there is a better way to manage the technology that lets our office run.  Any one have any helpful tips?  My tip from this lesson is I’m going to keep the cheapie one I got from Office Desperate on hand and get a replacement unit for the one that fried.  Hopefully I’ll get some compensation from the battery back/surge suppressor manufacturer (that unit was only 2 months old!).

—Lisa Stacholy, AIA

I’d like to thank Dawn for suggesting a blog topic. If I’ve got her background correct, she’s trained as a structural engineer and an architect and has noticed (and taken the time to write) that many architects still practice as though they are still in school (I call that the Vintage Studio Mindset) rather than approach what we do as a business and take essential steps to be leaner (and gentler?).  Dawn noted that only 10% of buildings in the United States are designed by architects and that architects (in general) should be more supportive of each other (like teaming). Does anyone have confirmation of this statistic?

What's my thought of this? The major difference I’ve noticed in the profession since getting registered in ’94 is that small firms/practitioners have the word share embedded in their hardwires. We are more willing to trust, ask, and collaborate; that is how we (small firms like mine) have learned to flourish.  The opposite side of the share coin is trust. It takes a while to find the right chemistry of teaming folks. You make a few mistakes in the process but hopefully things don’t blow up while you’re refining the mix.

My direct experience is that most large firms/practitioners want to hang on very tightly for the fear that if one little part is let go of the whole thing might slip away. So it seems like there are two separate forces working on our field:

1)  small firms who can do it and step up to the plate to make it happen for clients, i.e., who what that and how

2) large firms (I mean really large firms) that step up to the plate (as the chest-pounding CroMagnon) and make it happen.

Ultimately, both opposites still serve the same purpose (accomplishing the project for the client).

Did you see the Pixar movie, Finding Nemo? Remember the little fish that guarded the bubbles in the fish tank treasure chest as his bubbles?  He’d run (swim) over to the treasure chest just as it was about blow its bubbles and say, “My bubbles!  Mine! Mine! Mine! My bubbles! I think of that when I experience a big firm wanting to keep it all for themselves. (Ok but I have 3 kids, stock in Disney, and love a good silly laugh).  After a while, when the fishes and (other animals) worked together (no I’m not socialist or communist) they figured out how to get Nemo hooked up with his dad and how to escape (or to quote Ellen DeGeneres as Dory “Ex Capeee”) the fish tank (did they ever figure out how to get out of the plastic bags?)  But I digress.

From my perspective, I see that larger firms have a harder time adapting to changing environment whereas smaller firms are just built to recognize and adjust to a new sense of balance requirement (OK, I do karate too; hence the reference to adjust and balance.)

If you haven’t yet taken a look at the SPP web site, I encourage you to do so (www.AIA.org/SPP). Look specifically at the SPP Journal Archive. I remember working on one issue a few years back called Collaborate—immensely appropriate for this discussion.  There is also another issue called School of Hard Knocks, where we shared (freely) what we learned.

Most states have a requirement for continuing education units (or CEUs). The AIA requires 18 hours per year to maintain membership in good standing.  I’ve found that there are a lot of “free” CEUs available that I typically find via e-mails or vendor-sponsored events. Sometimes I’ll have a question on a particular product I’m researching for a project; a lot of national manufacturers have programs they can offer which comply with AIA rules for CEUs. 

I’m especially happy with the CEU programs offered by my O/E insurance carrier XL Insurance (http://www.xldp.com/ins_edu.html).  First, I like that the learning sessions have real meat in them, with very useful information on how I can run my practice and projects better. Second I have found a very good “return on investment” for my time spent and the things I have learned. Third, I really like getting the premium discounts when I complete a module.

How and where do you get your CEUs? Do you find “free” ones? Do you attend local lunch/learn events? Do you purchase monographs from NCARB? Do you read articles in trade publications, take their test, and fax in for your grade and credit (for a fee of course)? What or where are the other sources of education?

I’m acting as an owner’s representative on a project. The contractor calls me before he calls the owner, the front office folks, or the user groups in the building. It's one of “those” phone calls. “Hey there Lisa. Well, um, we had a pipe burst in the building last night…”.  My first response was “Are you serious? knowing that this contractor and I can joke around. He assured me he was not joking. I headed over to the site.

It is a funny situation to be in. I’m not the owner (just acting on their behalf); I’m not the design architect (knowing the likely “behind the scenes” discussions); and I need to work with the contractor on projects independent to this one.

So first I focus on getting the facts:  what, where, how, when (and the inevitable), what are we gonna do about it? Then I visit the site and see for myself (although clean up operations have begun) so I can report back to the owners (and the design team with whom the owner has a contract):

a) A brief history of an on-going punch list item which has yet to be fully resolved has failed (again).
b) The failure and the timeline as I could ascertain regarding the failure.
c) What are the areas which were affected and what fixes will be required?
d) Other questions/issues and when will it be completed? Who will pay for it?

It dawned on me as I was typing up the information that there is only one time when you can gather the true facts on what happened. That’s as soon as it happened, not after clean up, not after repair work. I seem to recall an insurance seminar on disaster recovery and in this short-term retrospective, I realized I had most of the stuff to capture all the information. Have you ever had one of "those” phone calls? What did you do? How do you make sure you capture the information you (or your client or the GC) might need in the future? What suggestions do you have? No, you can’t suggest hiding under your desk.