Do it right the first time

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Half Effort = Double Time?

When you don’t give something the proper effort, often the results are not satisfactory.  Then you find yourself in the position that you have to do it again.  Not doing a task “right the first time” often creates more work.

Many people learn this lesson as kids when they try to cut corners in their chores or schoolwork.  So, why do so many people continue this behavior?

Here are some examples of how not “doing it right the first time” creates more work:

• Rushing a Job – Rushing through a task often leads to doing it incorrectly.  Ever rush painting a room and then realize that you will have to paint it all over again?
• Starting Something Unprepared – This could be something as simple as running an errand and realizing you don’t have the required items and having to make a 2nd trip.  Or showing up to an appointment with out the required materials and needing to reschedule.
• Not the Proper Attention – Multi-tasking is not always a time saver.  Ever do two things at once only to realize that you messed one of them up because it did not have your full attention?
• Leaving Tasks Undone – When you leave things undone, they often create more work for you.  Picking up where you left off can take more time, and late tasks can involve even more work.

Do you find yourself in these situations?  Do you risk having to do a task twice because you only gave it half effort?

Doing It With Class

Getting a task done is the first step towards success.  However, if you want to rise above the rest, you have to go further.

“Doing it with class” speaks to not just getting the job done, but getting it done with flair.  Going above and beyond.

Anyone can finish a task.  But, not everyone exceeds expectations.

Some ways to “Do it with class…”

• I didn’t finish the report.  I finished a report that exceeds the quality levelsrequired and will impress the clients that read it.
• I didn’t give the customer what they expected.  I delivered more than they expected and excellent customer service, as well.
• I didn’t finish the project on time.  I finished it ahead of deadline and within budget.
• I didn’t return the favor.  I returned the favor and went one step beyond.

We all have examples when we or someone we were working with exceeded expectations.  The discipline however, is to make it a habit and to do it consistently.

An interesting thing to consider is that it doesn’t matter if you are delivering a business presentation or serving fast food.  You can do your job with class.  It is a choice.  It is an attitude.  And it is a discipline.

What About You?

That lesson I learned years ago from my Captain in the Navy has stuck with me.

Whenever I feel the temptation to cut corners or feel my motivation fading… “Doing it right the first time and doing it with class” brings me back on target.

So, make sure you do it right to start with… so you don’t have to do it over.

And make sure you always do it with class!

Thanks for the article from : 

What is a Project Manager

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So what does a project manager do?
Most of the time a project manager is a project owner. He or she is responsible for the leadership of the project from inception to completion. The project manager leads the team and helps negotiate the multiple relationships within any project—whether with clients, team members, firm principals or any variety of partners (such as freelancers, contractors or even civic committees)—and functions as the hub of a project.

With most projects, the project manager will begin work after a contract is signed or negotiated. Although a project manager can be involved in business development, he or she is usually not the person chasing deals and developing new relationships. Instead, he or she works to maintain a healthy client relationship throughout the course of the project. This often turns into a long-term business relationship, but the project manager does not usually initiate it; that's because business development requires a very different set of skills and significant time away from the office, which is not ideal for the project manager.

Once the contract is signed, the project manager will assemble a project team, considering the multiple dynamics and logistics that go into any mid-to-large-sized project. Skill sets are important, but personalities are just as vital. Personality management is a huge part of any project manager's job, and it's crucial to assemble a team that can play well together.

Once the team is assembled, projects can take any number of directions. Although most projects start with a team kickoff meeting, that may differ depending on the goals and scope of the work. It is up to the project manager—with the team's input—to decide what the best approach to the work should be and to make sure it is an effort he or she can own or direct. Although the project manager needs to be careful to lead and not dictate (especially with senior team members), he or she needs to have a vision and an approach decided before the project starts, as well as have a thorough understanding of the goal in sight.

A project manager facilitates and manages personalities.
As a mentor of mine continually tells me, “It's all about the relationships.” In a collaborative project setting, successful relationships between team members are the baseline, and the job of sustaining that baseline often falls to the project manager. Conflict and friction can be an important part of the creative process, but it's important that it doesn't derail the project.

A project manager can facilitate this harmony in multiple ways. One tactic is to take extra effort to make sure that every member team feels valued and that they are an important part of the overall process. This includes making sure that team members are effectively coached and praised throughout their work, especially during challenging phases. Regardless of how challenging certain situations or work may be, it is the project manager's job to care about the quality of work and the quality of the working environment, even when no one else seems to.

Sometimes tensions require the project manager to conduct challenging conversations between team members and the client. It's not that team members always have to go through the project manager. But it may make those tough discussions more palatable, knowing that they have a person to help facilitate. Although this can often be the most difficult aspect of client relations, it is key to keep relationships positive—because no one wants to work with someone that they don't feel respected by, and the quality of the work will suffer along with the working environment. Maintaining a positive working environment also builds rapport among the team and keeps enthusiasm levels high, which is crucial on a challenging project.

Project managers are strategic leaders.
A project manager must have a vision for the course and goals of the project. This should apply not only to the process, but also to the strategy. Because the project manager keeps an eye on the big picture from day one, he or she should be able to effectively lead the project's strategy as well. And the advantage that the project manager has over any other team member is that he or she is not participating in the creation of the work.

For the hands-on designer, the profession and the work consist of big ideas and small details. It is not enough to have a great concept—you have to be able to execute against it, and this often means sorting through painstaking minutia and multiple iterations of a concept until you get it right and the work sings.

It is up to the project manager to keep an eye on the goals and objectives of the project—both for the client and the design team. Clients are just as easily seduced by sexy layouts as their creators are, but it is the project manager's job to avoid those temptations and make sure the project meets its objectives.

Another way in which the project manager holds the team to its objectives is through documentation of the creative process, which can take many forms. Concepts are developed in many ways, but there is always a source: a client interview, a hands-on collaborative team session, industry research or an informal jam session about what we're trying to accomplish. Once this information is gathered, most designers are itching to start and let the creative juices flow. Where the project manager helps is by producing the documentation behind the big ideas, perhaps via an idea board, a scrapbook recapping a brainstorming session or an even more formal creative brief. These documents can help demonstrate the thinking behind the big ideas without handicapping the designers to document their process every step of the way.

What are the qualifications?
Different firms will require different types of project managers, but some skills are inherent.

• Have a sense of ownership/leadership. When it comes down to it, the project manager is the person most responsible for the project's success or failure. It can be a weighty burden to shoulder, but it is important for this sense of ownership to occur in order for the project to have direction. With multi-faceted, compartmentalized teams and/or skill sets, the project manager needs to be the one person to bring everything together and take responsibility for the work's success. This also requires tenacity, determination and confidence—all essential traits in a project manager.

• Work collaboratively. Because the project manager needs to bring together complex, often multidisciplinary teams, he or she needs to be able to facilitate a collaborative work environment. Project managers are responsible for fusing the work skills and styles of individuals into a team focused on project tasks and goals, rather than their individual role in the project's success.

• Use both sides of the brain. Because the project manager needs to balance the details and the big picture, he or she needs to have creative problem-solving skills as well as a head for numbers and schedules. The best project managers usually have hands-on creative experience—either as writers or designers—and understand how to work through project challenges based on past experiences. When faced with difficulties, the project manager needs to guide the team to make adjustments or changes with all of the pieces in perspective. Be creative, analytical and tactical.

• Have writing and design skills (and a technical understanding). The project manager does not need to be an award-winning writer or designer, nor does one need to be a programmer, signage fabricator or printing press operator. But he or she needs to have a strong understanding of all of the roles in the process, particularly those most related to the skills of the core team. And it helps to have direct experience in these areas, even if it is minimal. If the project manager does not have a strong design sensibility or is unable to communicate, he or she will not be able to judge the success of the project in meeting its objectives.

• Be able to facilitate. Facilitation is an entire discipline in itself, but project managers should have some training in this area. Skills developed in facilitation include leading meetings, negotiating conflicts, building teams and group dynamics, and enabling creative thought processes—all of which are necessary for a strong project manager and team leader. And a strong team leader and facilitator can also train other project team members in this discipline, increasing opportunities for leadership throughout your firm.

Problem solved?
Hiring a project manager will not solve all of your firm's management issues. But allowing for leadership of your projects and your firm's work will enable smoother processes and better workflow, and encourage leadership within your organization.

Finding the right team, giving appropriate direction and managing the working environment—while maintaining a strategic focus and staying on top of deadlines and deliverables—are all part of a project manager's role. It's a challenging task for the right individual. But if you can find someone who loves it, you can build your firm's business and improve the quality of your work. Hopefully you'll have more fun doing it, too.

awesome article from: http://www.aiga.org/why-a-project-manager/

Benefits of a Project Manager

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The Advantages of Having a Project Manager

Skilled project managers are invaluable to businesses implementing complex, project-based processes completed by teams of workers. This specialty fulfills an increasingly important role in countless companies. With thousands of project manager openings currently posted on major job-search sites, it's clear that project management is one of today's fastest-growing professions.

Project Management in Business

The project manager's role varies according to industry and individual business, but at its heart, project management entails balancing a project's timeframe, budget and overall scope as the team works to meet its objectives. Project managers oversee the individual tasks that move a project toward completion, so its ultimate success or failure depends in large part on the project manager's competency.

In companies where projects are frequently late, over budget or fail to meet their objectives, hiring a skilled project manager can improve productivity and morale - and often leads to greater profitability.

A Project Manager's Role

Generally, a project manager's assignments fall under the wide umbrella of "keeping a project on goal." This can mean working with a wide variety of people, from C-level executives to hourly support staff.

A project manager must define what a project will achieve - and then ensure it meets those goals. The first step is to estimate the time, human and capital resources, and steps needed. Then, the project manager forms the teams to carry out the tasks - and leads them toward completion. Project managers provide much-needed direction to ensure that at every phase of the project, each contributor knows what's expected.

Project managers communicate with upper management and outside vendors and clients as needed. In fact, proactive communication is one of a project manager's most important functions.

Project Definition - From the Start

Defining the concept, goals, approach and reason for a given project is crucial to its success. Before launch, the project manager communicates these definitions to stakeholders and obtains their agreement and support. All resources, risks and benefits are identified, and contingency and communication plans are outlined.

The project plan, budget and schedule are based on available resources, deliverables, and company or client priorities. Project managers typically use professional software packages in the complex planning and monitoring stages. Network diagrams illustrate the project's critical paths to completion.

Project managers monitor the project at each stage, analyzing progress and communicating to upper management and others involved, including sub-contractors in external organizations. As goals change or unexpected risks arise, the plan is amended to reflect scheduling, budget and other modifications.

Project Managers and Motivation

Good project managers provide the motivation team members need to help bring a project to successful completion. Among the advantages of having a project manager:

Poor project management can create stress among project contributors and lead to higher turnover.

thanks for the article from: 

http://www.villanovau.com/project-manager-advantages/

Most people are happier working on productive teamswith good communication and clearly-defined goals.

Good project managers use established processes to proactively deal with the surprises and challenges that come with any complex project.

When team members see a competent leader handling each crisis, it can be inspiring and motivating. Workers who know that clear direction and communication will be part of their job every day more likely to perform at their best.

Leadership: An Important Project Manager Attribute

Because teams need strong leaders, the most successful project managers are also decisive, inspiring leaders. When these essential skills are lacking, morale and productivity can drop, along with sales and profits.

Project Manager Skill Set

Strong project managers are proficient in these areas:

Math and analysis

Delegation

Organization

Coordination

Technical ability

Communication

Along with the essential skills above, outstanding project managers usually possess these work style traits:

Flexibility

Assertiveness

Confidence

Extroversion

Risk tolerance

Composure, especially under pressure

Decisiveness

Companies Need the Advantages of Project Managers

Few companies can fulfill sales and profit goals, efficiency and productivity objectives, and shareholder expectations without skilled project managers. An excellent project manager's leadership can result in higher morale, a greater sense of ownership and professionalism among team members, and increased productivity and profitability.

What is an Owners Rep

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What is an Owner’s Rep
In a nutshell, the owner’s rep controls the design and development process, making sure that the owner’s best interests are at the heart of every decision made.  These professionals are typically versed in both design and construction, pulling from their varied experiences to solve problems and offer creative solutions.  The owner’s rep will control the overall coordination effort between the design team members, ensuring that the most important topics receive the proper attention and resolution.  During the construction phase, the owner’s rep will spend significant time on the construction site, again recognizing and solving conflicts.  When complicated issues arise, the owner’s rep will explore all of the options, distill the information, and provide the owner with a concise set of options, clearly defined, along with a recommended course of action. 
You may be wondering why I am such a strong proponent of the owner’s rep.  Do I have an ulterior motive?   Not really.  My position on this subject stems from seeing so many projects go awry due to the absence of this critical team member.  I have seen poor decisions made by owners simply because they did not fully or accurately understand the issues.  I have seen landscape architects influence interior design because of their strong personalities, and not because of their skills in the area.  I have seen qualified professionals retreat into doing only what they have to do, and not what they could do during the design process, fearing the potential fallout of future liability from their actions.  An owner’s rep is focused on fighting for the owner, making sure that the owner wins.
Tangible Example
On a recent project, our firm was asked to join the design team late – I mean really late – in the design process.  The rest of the design team had just completed their 65% Construction Documents issue to the owner, with construction documents being the last major phase in the design process before submitting for final permit.  In other words, the entire hotel was practically completed and we were just being brought on to begin our work.  To further complicate matters, this particular property had an aggressive food and beverage program which, due to our lack of involvement to that point, had not been considered in the design effort. 
When I first looked at the space that was earmarked for food and beverage functions (i.e. the kitchens, dining spaces, bars, and support spaces), it was painfully evident that the space allocated was insufficient in size, configuration, and location.  It was one of the worst spaces I have seen, and this sub-par design was clearly the result of our absence until such a late stage in the design process.
Though the situation was less than desirable, we had a job to do.  We jumped in and began working with the owner to implement the desired food and beverage program in the designated space.  The space was full of columns, had a single narrow access to and from the restaurant and banquet areas, and even had a stairway in the center of the space for access to a second floor mechanical mezzanine.  As we began developing possible conceptual designs (yes, I said conceptual designs in the midst of construction documents), it was clear that the obstacles – or design drivers – in their existing configuration were too limiting.  Something would have to change.  The designs that we forwarded to the rest of the team were quickly met with resistance by the other disciplines.  They were just about done with their work and did not want to make any changes to the drawings that, from their perspective, had been resolved long ago. 
In one specific instance, I recall an inquiring phone call that I placed to the architect which quickly turned confrontational.  One of our designs (which had received approval from the foodservice operator) would have required the relocation of a column in the kitchen.  Though it was undesirable to relocate columns at this stage of the game, it could be done.  In fact, several columns throughout the property were already being relocated at the time.  I do not suggest relocating a column on a whim, realizing the impact of time and cost for all involved.  In this instance, however, the relocation was justified.  As my the architect grew more intense, and more heated, during our conversation, I tried to explain my justification for the design and the proposed column relocation.  Following the presentation of my logic, I was met with a hostile “why should I move my column just to accommodate your ware washing layout.  Whoa, whoa …. time out!  His column?  My soiled dish table?  Isn’t it the owner’s?  His response, whether he realized it or not, was a classic example of how the design and coordination processes deteriorate when the owner’s rep is removed from the equation.  An owner’s rep, had one been involved in the project I described above, would have redirected the team’s focus based on the best interests of the owner. 
Bring ‘em Back
Maybe the layout I had proposed was so critical to the execution of the food and beverage program that the relocated column was justified.  On the other hand, maybe the cost of relocating the column and the delay for re-engineering the building was not justified.  I am less worried about the answer and more concerned about the process.  In the example I have shared, the one who lost was the owner, regardless of the final outcome.  Why were two members of the design team left to “battle it out” over an issue, isolated from the rest of the development team?  Who is to say that we were basing our decisions on the most relevant criteria?
I believe that it is time to bring the owner’s rep back, or at least someone qualified and designated to fill that role.  Their insight, experience, guidance, and complete loyalty are essential to ensure that the owner’s best interests are always the prime consideration for every decision throughout the development process.  Even one of these issues can result in impacts of six, seven or eight figures.  To be honest, I have rarely seen a project where a qualified owner’s rep’s fee was not justified.  Excluding the owner’s rep is short-sighted.  Generally speaking, the quality of the design process has steadily declined since their wide-spread absence in the mid-1990s.  I for one am anxiously awaiting the return of the owner’s rep, the missing link.

thanks for the great article by:

http://www.hotel-online.com/News/PR2006_1st/Mar06_OwnersRep.html

Builders working with Real Estate Agents

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Rules of Engagement.
Roger shares his own Top 5 list for attracting the best Realtors and developing lasting and profitable working relationships with them.

#1.  Find and court the top selling Realtors and their broker.  “I like to start from the top down.  I like to find out who the best selling agents – not listing agents – are and approach them and their broker jointly.”

#2.  Educate new Realtors as to what you have to offer. “Show them the advantages to working with new home sales, because they don’t get that in real estate school.

#3.  Treat Realtors as part of your extended sales team.  “Get their email and send them updates, but make sure you understand what kind of updates they want and how often as individuals.  Don’t try to send blanket communications; treat them with the same respect you would a client.  Use the phone.”

#4.  Don’t try cheap tricks.  “Don’t throw money into outlandish incentives to Realtors; it actually will alienate the ‘super-pros.’ Remember, on the face of the contract we have to show commissions paid to outside brokers.  Savvy buyers won’t flinch at a 3% commission, but you start throwing in incentives and discounts to outside agents, that throws up a red flag to smart buyers and it can work against you.”

#5.  Make every sale a Big Deal.  “Use a little showmanship.  Instead of mailing their copy of the sales agreement to the Realtor and broker, deliver it by hand.  Walk into their office with a logo cup from your building company filled with Kisses and with a helium balloon tied to it imprinted with ‘We love our Realtors!’  Make it a Grand Event.  All the other agents are going to see that balloon flying around and will want to get with the program.”

However you do it, forging strong relationships with top-selling Realtors just makes sense.  And, in today’s market, can’t you use as many ‘feet on the street’ as you can get to market you homes?

thanks for the great article from :

http://builderradio.com/blog/?p=937

Asking for a Referral

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How to Get a Job Referral

How can you get a referral for a job? Start by checking for connections at the company onLinkedIn. Search by company name, then click on the company you're interested in. You'll see a list of contacts in your network who may be able to assist.

The best type of referral for a job is an employee referral, however clients, vendors, and other people who are connected with the company may be able to assist, as well.

Where to Find People to Refer You

There are also other websites you can use, in addition to LinkedIn, to easily find your connections at companies:

StartWire helps you tap your professional connections. You can ask your Facebook friends or LinkedIn connections to help you with the job. When you search for jobs, you can see the connections you have at companies, and then send them a message to see if they can help.

Use SimplyHired.com's Who Do I Know? tool and you can see who you are connected with on LinkedIn and Facebook at companies of interest. Those connections may be glad to give you a referral.

BranchOut is a Facebook app that helps you find your friends at companies of interest. Search by company name and you'll see a list of your Facebook friends at the company. Then you can message them to see if they can assist with your applications.

Jibe is a job site that helps you tap your social networking contacts to find a job. Jibe pulls your Facebook or Linkedin connections' work information from their profiles, allowing you to quickly browse the connections you already have through personal contacts to various companies.

How to Ask for a Referral

You can ask for a referral by sending an old-fashioned letter, by sending an email message, or by sending a message on a networking site like LinkedIn or Facebook. It's better to ask in writing, whichever way you choose, instead of over the phone. That way the potential referrer has time to think over if and how they can refer you for a job. It's also easier to decline in writing than during a phone conversation.

When you ask someone to refer you, don't ask "Could you write a reference letter for me?" or "Can you refer me?" Just about anyone can write a letter or say they'll refer you.

The problem can be what they are going say. Rather, ask "Do you feel you know my work well enough to refer me for a job at your company?" or "Do you feel you could give me a referral?" That way, your referrer has an out if they are not comfortable providing a referral for you and you can be assured that those who say "yes" will be enthusiastic about your performance and will write a positive letter or give you a strong endorsement.

Especially when you don't know the person you're asking very well or if they aren't familiar with your current work history, offer to provide an updated copy of your resume and information on your skills and experiences so the reference provider has current information to work with.

Referral Letter Examples

Not sure how to ask for a referral? Review examples of referral letters for suggestions on asking for a referral, using referrals in your cover letters, and saying thank you for a job referral.

thanks for the great article from:

http://jobsearch.about.com/od/referrals/a/how-to-ask-for-a-referral.htm

Benefits of a Project Manager

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1. Better efficiency in delivering services: Project management provides a “roadmap” that is easily followed and leads to project completion. Once you know where to avoid the bumps and pots holes it stands to reason that you’re going to be working smarter and not harder and longer.
2. Improved/increased/enhanced customer satisfaction: Whenever you get a project done on time and under budget, the client walks away happy. And a happy client is one you’ll see again. Smart project management provides the tools that enable this client/manager relationship to continue.
3. Enhanced effectiveness in delivering services: The same project management strategies that allowed you to successfully complete one project will serve you many times over.
4. Improved growth and development within your team: Positive results not only command respect but more often than not inspire your team to continue to look for ways to perform more efficiently.
5. Greater standing and competitive edge: This is not only a good benefit of project management within the workplace but outside of it as well; word travels fast and there is nothing like superior performance to secure your place in the marketplace.
6. Opportunities to expand your services: A by-product of greater standing. Great performance leads to more opportunities to succeed.
7. Better Flexibility: Perhaps one of the greatest benefits of project management is that it allows for flexibility. Sure project management allows you to map out the strategy you want to take see your project completed. But the beauty of such organization is that if you discover a smarter direction to take, you can take it. For many small-to-midsize companies, this alone is worth the price of admission.
8. Increased risk assessment: When all the players are lined up and your strategy is in place potential risks will jump out and slap you in the face. And that’s the way it should be. Project management provides a red flag at the right time: before you start working on project completion.
9. Increase in Quality: Goes hand-in-hand with enhanced effectiveness
10. Increase in Quantity: Often the result of better efficiency, a simple reminder regarding the benefits of project management.

By implementing fundamental project management strategies, you will narrow your focus, reach desired goals and achieve said goals with specific time and cost perimeters.

Thanks for the article from: 

http://www.brighthub.com/office/project-management/articles/2350.aspx