Author: Leslie Heller

How to Empower Project Managers to Manage Effectively

What we know from our work with A/E firms is that the “what” of the project manager role is simple; the “how” is incredibly complex. And because the job is so complex, firm principals are often hesitant to give PMs the responsibility and authority they need to be effective in their work. The work gets done, but the principal ends up being far more involved than they need to be because they are the ones who have the necessary information about the project.

Read Full Article

The Key to Growing Your Company? Knowing Your Company

Too often, companies that have the standard off-the-shelf firm management tools try to use all of the many metrics they provide to track, manage, and grow things like their revenue and profitability. That’s where we were many years ago — juggling dozens of figures without knowing which of them would have the biggest impact on our financial health.

Read Full Article

Earned Value Analysis: The Missing Piece in Project Management

As we?ve learned from our work with architecture/engineering (A/E) firms, there are relatively few absolutes when it comes to operating them. But, here?s one: If you aren?t managing projects well, you aren?t going to be successful. And while there are many aspects to effective project management, spending less money than you have budgeted for them is a core competency for any firm.

Read Full Article

Profitability 101: What We’ve Learned Along the Way

If you’ve succeeded in growing revenue but aren’t seeing profitability keep pace, you aren’t alone. That was the position we were in for years, and it’s an issue for many companies today. In our case, we learned that relying on the typical, single-focus firm management systems for project tracking, resource scheduling, and other tasks wasn’t giving us the holistic perspective we needed to run our business effectively, grow profitability, and increase firm valuation.

Read Full Article

AE Firm Performance in 5 Simple Metrics

The average architecture/engineering (A/E) firm has fewer than 20 employees. If your company meets that description, you know that to be successful, most of your team members have to maximize their billable hours. This doesn’t leave much time for managing the accounting side of the business, which can be a problem since the people tallying the numbers typically don’t have a financial background.

Read Full Article