Contract - March 2014 - 24

PHOTO COURTESY RICHARD POLLACK

COLUMNIST

Good Project Management Techniques for Interiors Practices
by Richard N. Pollack, FAIA, FIIDA

In my last column in the January/February issue, I described how
project management (PM) for interiors contrasts with PM for core and
shell architecture. This month, I describe several specific techniques
for good project management and, therefore, more successful projects.
The process begins no later than the receipt of the request for
proposals from the client. The project manager works with others
in the design firm to develop the proposal, and is responsible for
preparing an initial pass of the project plan-this document includes
the anticipated staffing and hours for the project, along with tasks and
deliverables. It also includes projected hours over the course of the
project and contingencies for some changes. The best way to establish
the project plan is to work with the in-house team to get everyone's
input so that the tasks and hours are appropriately allocated.
Many project managers use Microsoft Project to develop
schedules, but few use the resource allocation available within the
program. The project manager can input all staff or functional levels
and associated hourly billing rates, and the resulting schedule will show
the fee and timing required for the project. Of course, this is before any
fee adjustments owing to market conditions and competition are
taken into account, but it dramatically reduces the time for the project
manager to prepare a proposal's scope of services and compensation.
Building in time buffers
Once your firm has won the project, the project manager updates
the team on the project plan at the in-house kickoff meeting. In that
meeting, all team members literally sign the plan, creating a contract
between the project manager and the rest of the team for the hours
and timeline. But, for contingency planning, an effective project
manager will also reserve a time buffer-a percentage of hours
and milestones that are not shared with the team.
For example, if the project plan includes 40 hours for a design
task with a Friday due date, the project manager's real hour allocation
is 48, not 40, and the deliverable is planned to be due the following
Monday, not Friday. Therefore, if the design effort slips a day, there is no
problem. But if it does get accomplished in 40 hours, there is now some
provision for offset against future delays, or possibly increased project
profit with corollary bonuses to the team.
I am sure that some readers might feel that this time buffer tactic
is inappropriate. However, I know it to be a huge positive. Anything that
one can do as a project manager to minimize team members from
being critiqued for not getting work done on time is a boon to morale
and project success.
24

As the project proceeds, the project manager must have
accurate-at least weekly-fee analytics from the firm to properly
adjust remaining hours and schedule to changing conditions. One
often-overlooked key component is dealing with additional services.
My experience is that architects and designers try almost too hard
to avoid telling clients that they are asking for work beyond what
is included in the agreement. Designers will often say to their
colleagues, "it's a small revision and we can absorb it within our fee,"
or "we were just hired and I don't want to upset the client." But that is
the wrong approach. The interiors profession is not intended to be
non-profit! We provide extremely valuable services to our clients
and deserve to be compensated accordingly. It is critical that each
member of the design team-including junior staff-understands the
contracted scope and which services are included and which are not,
and alerts the project manager before tacitly agreeing with the client.
The most effective approach regarding additional services is
to be up-front about them: identify them to the client at the very first
instance they are requested. The project manager should speak
directly with the client, explain the additional service, and promise
to immediately send an email with the details of fee and potential
schedule impact. The client may be annoyed by this, and a good project
manager has to be ready for that reaction, recognizing that there is
almost nothing one can do to ameliorate the emotion. But the real
outcome will be that the client has now been trained to know that the
design firm will not be ignoring additional services, will give the client
advance warning, and will provide information to enable the client to
make an informed decision. And the client's initial upset reaction will
not be repeated.
The sampling of project management techniques described here,
along with other effective tactics, can be used to deliver great solutions
to clients and to ensure that your firm makes a good profit-all with the
goal of having the client ask you to do another project.
Richard N. Pollack, FAIA, FIIDA, writes a regular column for
Contract on business practices in design and professional
development. Pollack is the CEO of San Francisco-based Pollack
Consulting, which supports firm growth and success through
improved business development, winning presentation techniques,
recruitment of top talent, business coaching, and ownership
transition implementation.

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MARCH 2014
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Contract - March 2014

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