10 Custom Home Building Mistakes

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1. Selecting the Right Building Site.

This should be done prior to selecting the home design. To maximize finished value, the home plan should be designed to enhance the natural features of your building site.

2. Pitfalls of Poor Site Selection.

Some items to be careful of during the site selection process are:

• Slope or grade of the site;
• Water table underlying site;
• Soil grade, quality and compatibility;
• Geological factors ie) underground streams, earthquake faults, aquifers, and easements, underground utility lines, etc.
• Availability of utility connections;
• Costs of utility connectionsВ - surprisingly, some municipalities charge an incredibly high fee for hooking up to their sewer as an example.
• Well permits and septic permits for rural site selections.
• Adjacent properties – are they going to enhance or detract from the value of your new home? Example, gravel pit or gas station.
• Ease of building, using the terrain to your advantage.
• CC&R’s (Covent’s, Conditions, Restrictions) Know your requirements of the site if CC&R’s are part of the subdivision. If present read before buying the lot. This could take your budget through the roof. Example site requirements may ask for all brick, or?
• Watch out for busy streets. They may have a negative impact on value.

3. Watch out for boilerplate plans.

Using plan book plans can be like trying to insert a square peg into a round hole.

• Most counties have their own set of rules and codes, for wind and/or snow loads etc.. Buying mail order plans can result in having the entire set of plans re-drawn to meet local codes. This is one of the most common mistakes made.

4. Pitfalls of Poor Plans:

Probably the most critically important factor of all is that you begin this process with professionally designed plans. It is impossible to overly stress that one major factor. In the real estate industry, we learn that there is one mistake that is virtually impossible to overcome when re-selling a property. That mistake is called functional obsolescence. Simply put, this means that the property will not perform adequately the purpose for which it was intended. Poor home design will almost always result in functional obsolescence whether you’re re-modeling, adding on, or building a new structure altogether. Here are some prime examples of this huge mistake:

• Big house with large master suite, and little closet. Do you know of any family who can afford a large expensive home in which the wife doesn’t have a lot of clothing?
• Kitchen sink visible from the front door – what a way to impress your visitors and guests.
• Laundry room next to the formal dining or formal living room – this is where you’ll do your entertaining.
• Large tall garage with a little door amounts to a garage that won’t allow a recreational vehicles or boat or truck with shell through the door.
• Really strange rooflines to try to upgrade a fade. Big ugly things.

All of the foregoing mistakes were made at the design phase before the home was even constructed. If you do not consult with a professional in this area, the results, however well intended, can be disastrous.

5. Know Your Budget Limits.

Make sure when you select your plan and building site that the required improvements to the site, building costs, and site improvement costs meet your budget. There are a myriad of factors that are involved in calculating the overall price of a construction project. It is critically important that you get professional help in planning this phase of your new home. A mistake made by everybody is going over budget. Plan for this ahead of time. Small little things can add up to major cost overruns. Many people get so excited about building their home that they catch designer fever and forget the budget. Having to get 2nd and even 3rd mortgages. End results they loose their home.

6. Have a detailed budget in place

prior to starting construction. You should spend the time to research what the costs are before even getting a bid on the work. This will make people tow the line. (example) if you know that tile floor labor is $3 to $4 dollars a square foot and your bid is for $5 you can have the contractor explain why.

• Track your costs on a spreadsheet.
• Know where overruns and under runs are.
• Use a contingency fun, have one in place.

7. Decide if a custom home is for you

If this is your first home, or you have serious time constraints, a pre-built or spec home may be the way to go. Building a new home from a model home will avoid custom home pitfalls. Remember plan for cost over runs ahead of time. a. Custom home building. When using a General Contractor or if your decide to build yourself. Either way building a new home is time consuming and will require your full attention. The decisions all fall down to you. Even if you use a General Contractor many many choices need to be make daily by you as the real person in charge.

8. Get all contracts signed!

A good way to drag on building a home forever is letting the subcontractors have no timeline or deadlines. Not having a signed contract could cause price confusion, not everyone has as good a memory as you do. Remember signing the contract the sub-contractor gives you is not getting a contract signed for you. These are for the sub-contractor. Sometimes these are vague and leave room for more charges payment up front, no time lines, etc.. A well-written attorney reviewed contract with your interests, protecting you should be in place prior to any work being started. These contracts have many different clauses and you should have an attorney that specializes in construction law draft this document.

9. Make sure the work is completed

properly. Inspections are made, if required. Payment in full too early could result in the contractor never coming back to finish the work. Another very good reason to have the Sub-contractor sign your contract!

10. Check into the long term financing and construction financing.

Know your limits. Know what these costs are going to be and how log the time frame for building is. Keep you closing cost money for the long term loan saved don’t use it to build the house with. You will need this money to close.

Source: 

http://goodideas.front.lv/2006/05/19/10-costly-mistakes-people-make-when-building-a-new-home/

Should you turn down a client ?

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There comes a time in every independent contractor’s professional life to turn down a potential client. In fact, once you’re established, one of the great things about working for yourself is that you don’t have to take on every project that someone wants to throw at you.

However, no matter the reason you decide to turn down work, you need to do so in a way that doesn’t make you look bad and leaves the client with a good impression of you and your business. Let’s take a look at the reasons you might want to turn down a project and skillful ways to do it.

When to say no
When you’re an employee, you generally do whatever task your manager hands off, and the task may or may not fall within the limits of your job description. But when you’re the boss, you can write your own job description and take on only the tasks you want. Here are just a few good reasons to turn down a project:

• The client wants to pay you so little it’s insulting. Of course, be open to lowering your standard rates if the project might pay off in other ways, such as new skills or a long-term contract. But keep to your standards. Besides, taking on low-paying work can cause you to miss out on a much better opportunity.
• You have too much work already. Watch out for this one—it can be so tempting to take on extra work anyway. Assess your situation carefully. You won’t further your career or impress the client by turning in substandard work past the deadline.
• It’s work you just don’t want to do. Remember, you’re the boss now.
• You’ve heard that this client pays late, has Jekyll-and-Hyde managers, and demands a million revisions. (Run! Now!)

It’s okay to be picky
If you’re like me, you’ll do some hand-wringing about turning down a project. There’s the fear factor—you’re afraid that if things slow down, you’ll wish you took the project on after all, or perhaps you’re afraid the client will form a negative impression of you. Well, if your business does slow down, you can always inquire whether the client needs your help with another project. Or, you can use the downtime to find the client you really do want to work for. You could also use the time to sharpen your skill set so you can expand the type of clients you attract. You could even give yourself some time off.

The first few years you’re in business for yourself, you’ll probably have a constant, nagging fear that you won’t make it. This fear can drive you to take on drudge work for clients who make Cinderella’s stepmother look good. Don’t let it!

One of the best reasons to work for yourself is so you can enjoy your work and deal with reasonable people. If you maintain both your perspective and a healthy, accessible savings account, you’ll have the security to say no.

Saying no: “It’s not you, it’s me”
When you need to turn down a project, you’re dealing with one of two types of clients:

• Clients you’d like to work with later or on a different project
• Clients you wouldn’t work with if they offered you the last contract on earth

No matter which type of client you have on your hands, treat them both the same. One of your important skills should be the ability to say no tactfully. Do it in a way that doesn’t make you look bad (you never know who knows whom) and leaves you in a position to accept work from that client later, if you want. Plus, you don’t know when one type of client will turn into the other—that evil manager might be replaced by one of your best friends.

So, you need a line. Here are two standards that will get you out of any client’s offices and keep you looking like a pro:

• “I believe I could take on this particular project for you, but it’s really outside my specialty right now. If you have future projects that I would be more suited to help you with, it’d be great to talk with you again.”
• “This looks like a wonderful project, but I’m booked for (choose the option most suitable for that client: two weeks, six months, the foreseeable future, a really long time). If you need some help at that time with this or another project, please get in touch with me.”

Almost every client will respect the fact that you won’t overbook yourself and that you won’t take on a project unless you believe you could do an outstanding job. If you really do want to work for that client—just not right now—contact the client a bit before you are available to inquire whether they still need you. Or, try to set up a contract that either allows you to ramp up gradually or that has a start date in the future.

Look at it as a chance to do favors for your network
Whatever the reason you turn down a project, one of the best things you can do at this point is to refer the client to someone in your line of work who you know does a good job. This not only leaves clients with a good impression of you and a chance to get their project completed, it also helps out the folks in your network.

As soon as you leave the client’s offices, contact the people you referred so they know you’ve given the client their name. You can also give them a head start by passing on a few details about the project. Even if the client doesn’t contact those people, they’ll know you referred them and will be more likely to do the same for you in the future.

And then there’s the highway robbery method…
There’s another approach that I haven’t mentioned because, honestly, I’m not sure what I think about it. I haven’t used it. Here’s the story: I had just landed a project with a client whose business I wanted for many reasons: They accepted my going rate, I’d gain new skills, and I wanted to leave another client that paid well but was difficult to deal with. My only concern was that perhaps I had underbid the job—my new client told me that they had chosen me over another contractor in part because the other person had quoted astronomically high rates.

I shared my doubts with a fellow independent and friend with whom I often consult and swap stories. Well, my friend didn’t think I’d underbid. Instead, he suggested that perhaps the other contractor hadn’t really wanted the job.

He told me about a contractor he’d worked with in his days as a salaried employee at a large company that used a lot of contractors. While many of the contractors were obviously unhappy about working there, this more seasoned contractor was always laid-back and content. So my friend asked him his secret. Turns out, when this guy bid on the job, he knew about this company’s reputation for corporate brutality. So he quoted them an astronomically high rate, assuming that he would either:

• Price himself out of the client’s range and thus not have to deal with a demanding client, or
• Get the project anyway and laugh all the way to the bank.

He did the latter. However, is this really the way you want to do business? Besides, it might cost you clients down the road if word gets out that you charge sky-high rates.

If nothing else, this story can serve as a warning flag: If you think your pricing is in line with the market but your client is suggesting that everyone is bidding much higher than you, watch out—maybe the other folks know something about this client that you don’t.

Meredith Little has worn many hats as a self-employed writer, including technical writer, documentation specialist, trainer, business analyst, photographer, and travel writer.

Do you turn down work often? What’s the tactful way to do it without blowing your shot at future business? Give us your thoughts by posting a comment below. If you have a suggestion for an article,




Great Article written by:




http://www.techrepublic.com/article/when-and-how-to-turn-down-a-project/1028056

Role of a Construction Manager

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The Role of a Construction Manager

Construction is an activity which goes on in almost every city and town on a daily basis. Something is constantly being built or renovated wherever we look. A construction manager is the individual who oversees such projects and ensures that they are completed as they should be. The following will highlight information relating to the job role of a construction manager and detail the importance of such a position.

What Is a Construction Manager?

A construction manager is the person who handles a construction job from start to finish. This individual will have a primary hand in planning the job as well as overseeing the project along the way. The construction manager will plan, direct and budget a construction project as well as handle any issues which arise during the job.

General Responsibilities of a Construction Manager

The construction manager has some general responsibilities which correspond with the job role. They are the ones who help in the acquisition of land, the planning process, obtain permits, hire workers, keep tabs on the progress of the construction job and ensure that it is being completed in a correct manner. They are the go-to person for most of the parties involved with the entire project. The construction manager is also responsible for handling complaints or problems along the way.

Specific Duties of a Construction Manager

A construction manager is responsible for a multitude of tasks. One specific duty which a construction manager must complete is to look over a proposed project to determine what necessary jobs need to be completed prior to beginning the project. The construction manager must review the project in depth so that he/she thoroughly understands what will be needed along the way.

Once the project is reviewed by the construction manager, that individual must then aid in the procurement of land for the project site. The construction manager is an important part of this phase as they will know what type of land is necessary, the size which is required and so forth. It is important for the construction manager to be part of this acquisition.

Construction managers are also responsible for hiring and supervising workers. The construction workers will be interviewed by the construction manger, hired, disciplined and even fired by that individual should it be deemed necessary. Any problems that arise with regard to the construction workers will be brought to the attention of the construction manager who will deal with it accordingly.

Many construction managers are also given the duty of providing a budget for the construction project. The construction manager will detail the costs that will be seen as a result of the project and determine what is in the budget and what may not be. The individual must take various factors into account such as wages and materials, to name just two of the many factors one must consider.

A construction manager must also order supplies for completing the construction project. These supplies range anywhere from nails to bulldozers. It is up to the construction manager to shop around for the least expensive yet most reliable materials all the while keeping the project budget in mind.

Some construction managers will have to handle the contract end of construction projects. They will have to hire individuals to draft the relevant paperwork and ensure that the documents are signed by the right parties. This includes contracts with the subcontractors, architects and suppliers to name just a few.

An important duty of the contract manager is to manage the construction schedule in an effective and efficient manner. This is crucial as any delays in the project may cause a substantial amount of money. Therefore, the construction manager must ensure that everyone involved does their utmost to stay on schedule and should issues arise it is up to the construction manager to resolve them.

Construction managers must also inspect and review the construction project on a periodic basis to ensure compliance with safety code and building code regulations. This is vital as well since any violation could mean a delay in the project if not cancel the project altogether. Therefore, the manager must be sure to inspect as frequently and efficiently as possible.

The construction manager is the one who will supervise the project and determine that the job is being done correctly. He must review the entire project on a daily basis to ensure that the work is being done as it should be. If there appears to be any deviation from the planned construction project, it is up to the construction manager to get the project back on the right track.

Positive Traits for Construction Managers to Possess

A construction manager should possess certain traits. By having the following traits, the individual will find that their job can be better completed. One who fills the job role of construction manager should be a multitasker. Those who are able to handle multiple tasks at the same time will excel in this position. Since the specific duties of a construction manager are wide and varied, it will certainly help if one possesses good multitasking skills.

Construction managers should also have excellent problem solving skills. In construction jobs problems will arise from time to time and the individual who will have to solve such problems is most likely the construction manager. Given the fact that this individual will usually have many years of construction experience, problem solving should not be a problem for that person. However, individuals who have natural problem solving skills will find that the job role is much easier to fill in the end.

A construction manager should be timely in nature. Construction jobs are projects which almost always need to be completed in a timely manner. If the construction manager is a time-conscious individual, then he/she will be able to confidently lead the construction crew so that they finish in a timely fashion.

Conclusion

A construction manager wears many hats. They are a supervisor, planner and sometimes worker to boot. This is an interesting job as it requires a multitude of talents to carry out such a role. One who is a construction manager will succeed in their job if they can adequately lead their workers to complete the job correctly. By possessing traits such as multitasking abilities, timeliness and good problem solving skills, the construction manager will be able to complete their daily job tasks quickly and efficiently.

Great article from: http://www.exforsys.com/career-center/career-tracks/the-role-of-a-construction-manager.html

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