Data Day: Ideate Leads Discussion on Future of BIM

Want to help set the direction for the future of Building Information Modeling (BIM)?

Join us on July 13, 2016 in Scottsdale, Arizona for the inaugural Data Day workshop, a one-day event within the Revit Technology Conference North America (RTCNA). This workshop, developed by Ideate, will launch a discussion on what data means to the Architecture, Engineering, Construction, and Owner (AECO) community.

The best part? Data Day is specially designed for you: principals, owners, visionaries, and others who want to explore new ways to use data to make better, conscious business decisions. As a result, you’ll bring your own unique experience and insight to help determine the next steps for the AECO industry.

We encourage companies to think of BIM as an ecosystem – building up their team’s knowledge base and making connections, and now, with Data Day, we’re ready take it even further. Attendees will gain valuable knowledge from dynamic presentations and interactive, round-table discussions, where they will share company perspectives, concerns, and visions regarding data. Questions that will be discussed include:

• What is data to the AECO industry, and what related challenges does the industry face?
• What data matters most to AECO businesses?
• What can be done to better seize the value of the data?
• How can a graphic ecosystem of data management tools be developed?
• How can data be leveraged at each stage of a built project lifecycle for collective stakeholder benefit?
• What skills are required to solve industry problems?
• What methods have other industries employed to solve similar issues?

Ideate has always been at the forefront of BIM. Today, the industry is at another turning point, and we are pleased to lead discussions that will once again set the direction for the next wave of innovation – and we hope you’ll be there.

For more information and registration visit the Data Day website.

Avoiding Information Overload

In this age of BIG DATA and information overload, exactly how much information can we absorb? When we communicate with our customers/clients, what is the right amount of information to provide? The answer to these questions will always depend on:

• communication mode (face to face, email, web-meeting),

• customer sophistication (is this new technology, are you evangelizing, etc.,

• relationship with the customer (new or existing). 

However, there are some 'rules of thumb' worth keeping in mind. 

Physiologist George Miller developed a 'maximum packets of data' theory. I am calling it the… MAGICAL 7 +/- 2

What the theory describes is that in any one encounter (sales call, presentation, conversation) the human brain can absorb/understand 7 (plus or minus 2) packets of data at one time. 

Let us think about this for a second. Seems to make sense. If I try to push too much information, I lose my audience, they drown in the information. In my research of infographics, the same theory applies; too much graphics/data, and the audience is overloaded - and then disconnects. 

My experience has been I try to leave my conversations/presentations with one or two key points, with an informational backup of 3-5 relevant stats/data/info. This seems to follow in line with Mr. Miller's theory. 

What does this mean to you, who must present to customers, talk to customers, interact with customers? 

1. Avoid PowerPoint overload. Endless text violates the magical 7 +/- theory.
2. Plan ahead. What are the 5-9 key data points you want the listener to go away with? 
3. Try the "tell them what you will say, say it, and recap what you said". This will help define and clarify the 5-9 datapoints.
4. Please keep the data graphics simple. Too much information causes the brain to simply 'tune out'. 

Most of this seems common sense, however, it is amazing to see in many presentations how these common sense rules are violated and ignored. 

Better communication leads to better customer/client understanding, which leads to a better customer experience. 

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design–build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, data integration, and change management solutions for AEC clients across the United States involved in the design and construction industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Listen - Analyze - Synthesize: A Business Process

When determining customer needs, there are three areas of concentration:

• Listening 
• Analyzing 
• Synthesizing 

If you are having trouble with figuring out what the customer is trying to say or determining a customer's need, you are probably missing one of the three parts.

LISTENING 

In general, we all could do better at listening. Listening to what the customer: says, and more importantly "does not say." 

Customers, like most people, do not want to admit to issues until they are way past critical stage. Some gentle questions, open-ended, will usually get the customer to speak more directly to their pain, and therefore business need.

If you are always convincing people you are right, you are not listening to their needs. I think lively exchange is the best. Lively exchange focuses on a conversation that elicits emotion from the customer. Give the customer every opportunity to express their needs.

Ask open-ended questions (open-ended questions cannot be answered with yes, or no, or one-word answers). Ask clarifying and follow up questions. Take excellent notes. Those notes would include your thoughts, strategies, and tactics too.

ANALYZING

The next step is to analyze what you heard. Sometimes this can happen during the conversation, but I found it is more effective to focus on information gathering during the conversation and it is better to analyze after the conversation. Why? Because by reviewing your notes after a bit of time passing, it gives you a better analysis. Your brain should be working behind the scenes to analyze the information.

Make sure to:

• Think about what business issues you are trying to solve, including the desired deliverable.
• Discuss with internal sources (salespeople, internal technical resources, etc). 
• Re-read your notes to reveal key themes.

SYNTHESIZING

Synthesize is defined as combining various components into new whole; to combine different ideas, influences, or objects into a new whole. So the act of synthesizing is a process of 'connecting the data' you have gathered into a new whole. What does the 'new whole' consist of?

• An understanding of the problem to be solved in a clear and definitive way. What is the business problem to be solved. 
• What is the defined solution to the problem. As you should note, the solution needs to solve the problem. 
• How will you know when the problem is solved. How will the customer know? This would correlate with the Conditions of Success. 
• An understanding (even if just in a broad way) the major tasks required to accomplish the solution.

A colleague of mine suggested that this is mostly a vetting process, and I quite agree. Part of the process may conclude in that you cannot solve the business problem, the customer does not have a compelling event, or there is not adequate schedule or budget to solve the business problem.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design–build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, data integration, and change management solutions for AEC clients across the United States involved in the design and construction industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Truth + Being Right

For those of you Jack Nicholson movie buffs, we remember his speech in "A Few Good Men". For a refresher - click here. The memorable line is "You can't handle the truth!" 

WHY BEING RIGHT SUCKS 

We all have some issues with 'truth', especially when 'truth' is pointed at us. We seem to do better when 'truth' is aimed at others (spouse, kids, team members, etc.). 

• Why is that? We remember all the scoldings we got as kids, and it makes us feel bad. 
• We feel justified in our actions, so therefore we couldn't be wrong. 
• We need to lead, so leaders must not ever be wrong. 

Well, if you lead a team of any sort or type, it is deadly to be always right. Especially reminding the team that you were right is even worse. Then, on top of it all, you state that you being 'right' is some universal 'truth', that the team better understand and comply. 

What you get in the end of all this is animosity, reluctance, inaction, and other team crushing behavior. 

WHAT CAN YOU DO AS A LEADER?

First, there are no easy answers. I really believe we only learn when we fail, when we were not right - when sometime we didn't know the 'truth'. So, where is the balance? How can we assist in spreading the 'truth'? 

• It is now clear to me that you can't stop someone from making the mistake, no matter how much you try. They will learn best from their own mistakes; learning their own truths. 
• As a leader, be there to support and assist after the fall. Help clean up the mess. 
• Talk about what we 'wish we would have known before' the problem arose. 
• Let them come to their own conclusion. It will be a more powerful lesson.
• Express that you have made the same mistake. You will come off as more 'normal' and less like Jack Nicholson in the movie. 

However, you must, in my opinion, still teach, still counsel, still set team standards, and most of all you must set the example as a leader. Lead by example, by being a good team member also.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Balancing Transparency

There is a gentle balance between total transparency and 'black box mentality." 

TRANSPARENCY - Everything you know is known to the customer. This is sometimes called a "data dump." By being transparent with our customers, we enable trust, foster communication, and build customer loyalty. All good things. 

BLACK BOX MENTALITY - Information is "delegated to and controlled by someone else, and left unobserved until the final deliverable." This is described in more detail here. 

Transparency is generally considered good, while black box is considered bad. My take is a bit different. When hiring a professional, we need to let them do their work. When I go to the doctor, I don't ask to be there when the blood analysis is done by the blood technician, because I might want to do it myself later. 

• My point is that transparency has been used, at times, in the hope of learning the 'secret sauce,' thus eliminating the professional specialist, and the costs therein. 
• This discounts the time and effort the professional has invested to learn the solution to the problem, and how to accomplish it in the most effective manner. 
• Even if a 'data dump' was possible, it will be not be complete. Processes and methodologies will be learned incorrectly. 
• Data dumps usually require, to be effective, a lot of documentation that is never repeatable and scalable for the professional. 

SETTING EXPECTATIONS 
As a customer, it is important to communicate what the expectations are, as a service provider we must also set expectations. Service providers, read my blog about the process of setting expectations. Setting expectations involves early communication, thoughtful negotiation, and mutual benefit to both sides of the negotiation. 

What is the best balance? 

• If you have hired a consultant, let them do their work. Demand communication, assist in setting expectations (early in the process), and understand that the service provider is in business to make money. 
• If you really want to learn the process in detail - state that early, and be prepared for the provider to walk away (that is what my doctor said when I asked to learn how to do surgery). 
• Be a good partner. Provide clear information early (see expectations above). Do your part (on time).

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Six Strategies for Effective Leadership

I was listening to a podcast from Pete Carroll (football coach), and his words caught my attention. Instead of the usual lingo (blitz, 2 deep zone, etc), he spoke at a higher level. He made a profound statement:

Know who you are.

I said, okay. But, I thought about the famous saying "I'm okay, you're okay," but quickly added "I'm okay, but you really need some work." So, I was very interested in how Pete was going to make the logical progress from all-accepting to achieving goals. His strategy was simple and worth repeating.

• Gameplan - Have a gameplan. Do we start each day with goals in mind, or are we just surviving? I hear more and more from my management friends, that their team "is just trying to survive". Wake up each morning with a gameplan and goals to be achieved that day.
• Language - This is all about communication. When I say "imperative" do you understand what I mean? When I say "strategy" or "tactics", are we communicating? If not, then we don't have the same language. Verbal exchange (face-to-face) needs to be the main methodology of communication in our world. Lessen those tweets, and cryptic emails - reach out and talk to your team.
• Consistency - The coach's comment was "say what you are going to do and then DO IT."  If you manage people, be accountable to them. That is the most effective way to have the team reach its goals. If the management is not consistent in theme, presentation, and ACTION - you are destined for inefficiencies.
• Everyone on the Same Page - This may seem obvious, but usually the lack of 'same page' is one of the causes of team dysfunction.
• Build on Strength and Uniqueness - This one was key for me. Sometimes we struggle to expand, to do something different and miss the uniqueness that makes us special. Can you define your personal, team, and company strength and uniqueness? That is your BRAND. Leverage your BRAND, maximize your BRAND.
• Focus on the Task at Hand - Provide high-energy, focused energy to complete core tasks. There are lots of blogs and web sites devoted to this. My current belief is to turn off your phone, get to a quiet place, and get to the business of getting things done.

What surprised me, and encouraged me, was that the strategies noted above can be applied to so much we do in life: work, home, relationships, hobbies. The blueprint is above, now is the time to implement those strategies.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Journey - Taking a Step

Every journey starts with a first step. That frightening, anxiety-ridden first step. Why do we pause?

• Are we scared?
• Are we prudent? 
• Are we frozen? 

I learned that the first thing to do is to reduce the directions to take with the first step. Should I go north, south, east or west? If you know what direction you don't want to go, that increases the possibility of going in the right direction. 

OK - how do we take this notion and apply it to our work? 

• To do good work, you need to do things you have never done before - take a risk.
• This journey, takes a 'first step.' 
• Decide what direction you are going to go. This involves deciding such things as: 

• What are the company's goals for this journey?

• Who can I get to assist me on my journey? 

• How much effort am I willing to put in? 

• Are you all-in or just surviving?  

• When is it due? You will need to match the effort to the time available. 

The other item I learned is that you cannot eat an elephant in one bite. What does that mean? 

• Break the larger/longer journey into smaller easier trips. Take your project and separate it into smaller sub-projects. 
• Anxiety is reduced when smaller steps and more goals that can be reached are created. Anxiety is what stops us from taking those uncertain steps on the journey. 

Your life's journeys need to be nurtured, but can not be fully realized without taking the first step. Take a step today.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Ideate, Inc. Offers Panzura Global File Systems

San Francisco, CA – 06/03/014 –Ideate, Inc., a leading Autodesk Authorized Developer and Autodesk solutions provider offering quality software, training, support and custom consulting services to the Architecture, Engineering and Construction (AEC) industry with a special focus on Building Information Modeling (BIM), today announced that it has partnered with Panzura, the only provider of global locking file systems, to address the critical need for cross-site CAD/BIM (building information modeling) collaboration. 

Trends within AEC have prompted the demand for sophisticated global locking file systems amongst architects, engineers, and construction companies. Teams within the industry are increasingly geographically dispersed and models have grown in size and complexity. New compliance mandates and regulations (as well as project owners) are requiring the use of highly evolved solutions such as BIM. In turn, the need for advanced data storage, sharing and management capabilities has grown in lockstep.

Panzura’s Global Locking File System provides enterprise-class file services that also reduces storage costs, reduces the need for expensive MPLS networks, while increasing the security of the data. Regardless of the project size or scope, Panzura's global file system provides geographically distributed enterprises with a common view of files across all locations, accessible anytime, anywhere. This provides end-users with significantly improved user experience in all their locations, reduced local storage provisioning, and streamlined IT operations. This new partnership with Panzura enables Ideate’s customers to smooth the project delivery process and allows AEC organizations to overcome the challenges associated with collaboration on live building information models across distributed sites: 

• Consistent global file system for a common view of all files across all locations at all times, accessible from anywhere. 
• Full cloud integration providing low cost, infinite scalability, and data protection via continuous replication.
• Up to 10,000 user-managed snapshots per controller for self-service recovery of deleted files.

“Panzura is a great solution for Ideate’s customers as it provides a technology that removes workflow barriers and makes our AEC customers stronger and faster at providing design and construction solutions for the building industry,” said David Haynes, Director of Consulting at Ideate, Inc. “The ability to share data and resources efficiently is critical to the overall time spent on projects. Ideate is excited to partner with Panzura, and provide clients an option for improved BIM workflows.”

"We have enabled global organizations ranging from oil-and-gas and entertainment to healthcare and legal to collaborate across offices just as easily as they do in a single office," said Barry Phillips, Chief Marketing Officer at Panzura. "We began talking with Ideate several months ago regarding a partnership around AEC and Panzura has benefited from Ideate’s scrupulous attention to detail in the validation process as well as their counsel on specific points related to the AEC market. We look forward to a long and mutually beneficial working relationship."

About Ideate, Inc.
Ideate, Inc. is a leading Autodesk solutions provider, offering quality software, training, support and custom consulting to AEC professionals. Established in 1992 and headquartered in San Francisco, California, Ideate is recognized as a Gold Partner for Architecture, Engineering and Construction, one of Autodesk's highest levels of authorization. Ideate, Inc. operates Autodesk Authorized Training Centers (ATC) in California, Oregon, and Washington. For more information visit www.ideateinc.com

Ideate, Inc. is also an Autodesk Authorized Developer with 25+ years’ experience in software development and Ideate Software has specific focus on Building Information Modeling (BIM). 

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Autodesk, Revit and ATC are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. Microsoft Excel is a registered trademark of Microsoft Corporation in the United States and other countries. All other brand names, product names or trademarks belong to their respective holders. Panzura is the trademark of Panzura, Inc. All rights reserved.

Lean Healthcare - A Recent Voyage

Healthcare is going through a transformation. Obamacare is one of the changes. Other healthcare organizations are promoting the notion of "lean healthcare." See this website to get the basics.

I had the chance to use a hospital touting lean healthcare. The hospital's goal was stated as "to provide a better user experience and reduce waste." Luckily, I was not the patient. 

Without going into all the aspects of the experience, here are my observations/concerns:

• Why ask all the patients to make sure they show up at the same time, only to not have enough administrative staff to check them in?
• If HIPPA has been around for a while now, why is the queuing process of patients so bad?
• This hospital used barcodes on the patient tags, but absolutely no one scanned the barcode. Instead, the process used was to ask me (I was the designated driver) the same set of questions over and over. I must say they had no sense of humor when I varied my answer slightly each time.
• Lastly, this was the question that drove me up a wall -  "why are we here every 5 minutes of the pre-operative process?" - does not seem very lean to me.

Okay, so what is my point? If healthcare, with all its revenue sources, and in general, a fairly consistent and repetitive pre-operative process has these issues, how can other businesses have any chance of being 'leaner'?

• First, nothing beats employee 'buy-in' to the process.  100% buy-in.
• Second, the existing process must change to become lean. You can not force the existing process to be lean, by simply calling it 'lean.'
• Have a plan and execute on it - get customer feedback (the healthcare organization did not want mine).
• Lastly, continuous improvement is required.

It is not an easy journey, but  the reward is worth the effort.

David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Expectation vs. Outcome

In today's consulting world, a lot of talk is made about setting expectations. "We have to meet and exceed the expectations of our clients". This phrase is discussed with the same certainty as looking out the window and seeing if it is raining or not. My experience with expectations, is that it is far more difficult; closer to deciding if it will rain during my vacation this summer.

"Expectation - a strong belief that something will happen or be the case in the future." 

Expectations require discussion, analysis, synthesis, and some push back to the client to properly "set the expectation". It is important to realize that one of the reasons the client uses consulting services is that they have a need (however undefined the need has been stated). Defining and clarifying that business 'need' is the key to setting expectations. The business need is what is the driving force for customers to reach out and look for consulting.

SETTING EXPECTATIONS

Some Strategies:

• Proactive - If the client has to voice their expectations, you already have lost some credibility ground with the client.
• Early - have the expectation discussion early. Don't believe that everyone understands, no matter how many times you have interacted with this client, I believe in setting expectations during pre-sale meetings (much to the account manager's dismay/objections).
• Firm - don't agree to something your company cannot do or a time schedule that cannot be met. 
• Decision Maker - your only true client is the person who writes the checks. Solving the decision maker's business issue(s) is the priority. 
• Communicate - in writing where possible. This is hard for some to find time in this cell phone/texting world. If communication is done well, there is a start of a checklist to customer satisfaction. 

EXCEEDING EXPECTATIONS

Now comes the harder part, meeting and exceeding expectations. I learned from Bob Palioca that by setting realistic expectations, exceeding expectations is an achievable and sustainable goal. His point is that if I promise 110% if what is achievable and I reach 99.9% of that goal, then my customer will be upset. However, if I promise 98% and deliver that same 99.9%, my customer will be delighted. (I met and exceeded the customer's expectations.)

"Anger always comes from frustrated expectations." -Elliot Larson

Like the last good dinner at a restaurant you had, what the clients desire is a predictable outcome at an agreed upon price. 

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Breaking Down Barriers

One of the responsibilities of a leader is to encourage team communication. That open discussion of strategic goals the company is achieving, projects that need completion, issues that need resolution are all important elements of a successful team. Barriers stop the achievement of these elements. 

WHAT SHOULD A LEADER DO? 

ANSWER - Break down those barriers. Some approaches that make sense. 

• Create consensus - everyone “rowing in the same direction”
• Create a culture of active listening (which helps in creating consensus) Leaders need to participate in discovery, process, and solution of the goals/projects.
• Remove roadblocks - wish I would have understood this earlier in my management career. 

Good leaders can manage to remove barriers in most cases. However, there is a barrier that is hard to overcome. 

THE TEAM MUST WANT TO SUCCEED! 

What would make a team member not want to succeed? I think the crucial part is the word “succeed.” Consensus is not alignment. Alignment of goals, needs, and motivation are overlooked elements to the word “succeed.” What is the difference between an aligned and non-aligned team: 

Alignment to the goals is key. Verifying that your team is in alignment is tougher. Ask the tough questions, set definable benchmarks, and hold the team accountable.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Success Past Detours

There is a workplace strategy in some organizations called "up and to the right". It is viewed as the way success happens. Always moving onward and upward. It is powerful stuff. All motivated team members should be thinking "up and to the right". Is life that way?

                      WHAT DRIVES SUCCESS?

Life's journey is not a continuous up and to the right. Life has a more bumpy road than that. In fact, life's experiences get in the way. Most people end up having the road of "up and to the right" with the following detours (some good, some bad):

• Illness (themselves or loved ones) 
• Economy (everybody remember 2008)
• Divorce
• Children
• Marriage
• Legal (lawsuits and litigation).

What drives success, overcoming these detours, is a combination of three things:

1. Attitude 
2. Persistence
3. Always Learning

Most of life's detours are not in our control. We can control the drivers of success of attitude, persistence, and learning.

                    WHAT WILL IT TAKE FROM ME?

Success, like beauty, is in the eye of the individual. Identify your definition of success and have a great attitude, be unbelievably persistence, and always improve.

"Success is not final, failure is not fatal:  it is the courage to continue that counts"  - Winston Churchill

"If you accept the expectation of others, especially negative ones, then you never will change the outcome" - Michael Jordan.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

The 80/20 Rule

The phrase 80/20 rule gets used by a lot of pundits to describe "that 80 percent of all our results in business and in life stem from a mere 20 percent of our efforts."

The original 80/20 rule came from the Pareto Principal which talks about root cause analysis - 80% of effects come from 20% of the causes. 

My 80/20 Rule 
It has been my experience that the first 80% of any task or project takes 20% of the time - and - the last 20% of a task or project takes 80% of the time.

Here are some examples:

1. Trade partners (construction subcontractors) will get about 80% of the work done, leaving 20% to be found by others. 
2. Students will prepare for about 80% of the test material, hoping the last 20% will not be on the test. 
3. Kids will clean 80% of their room, and hide the last 20% under the bed or closet.
4. Team members are gung-ho to finish the first 80%, but have other priorities at the last 20%. 

Why Does the Last 20% Need the Most Attention? 
It needs the attention because that is where the 'finish' zone is. The finish zone is where all the: 

• Synthesis is done. 
• Customer receives the value of the service. 
• The job /task/project is DONE and COMPLETE. 

The last 20% may be the hardest part, but it is worthy of the same attention and dedication and thoughtfulness as the first 80%. Here are some strategies: 

1. Understand the last 20% will be harder and give it the appropriate amount of project time. 
2. Give the effort that is required. It is hard being the last 20% team member, but I say it is rewarding to be a part of the 'finishing' team. 
3. Use more checks and balances so the last 20% is not so much about fixing things (see Last Planner, Agile methodology, and writing effective requirements.)

Finally, the pundits say "that 80 percent of all our results in business and in life stem from a mere 20 percent of our efforts." I think here they are talking about most of our time in life and business is not spent in productive pursuits. How much time do we spend trying to find that email the boss sent out that he/she wants an answer on? Too much time, I agree.

A job worth doing is worth doing well (and to completion). Planning well and good execution are the keys to success. 

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

The Art of Managing Up

Recently in my managing career, I read an article by Wayne Turk titled "The Art of Managing Up." I don't remember where I found this article, or if someone recommended it to me. The article can be found here. It proved to be a perception changing article. 

First, if you work for a company, I would definitely read this article. If you work for yourself, you still have customers/clients that you need to 'manage up.'

It was an important article because it clarified to me several key points. 

• I was struggling too hard to change my boss to my way of doing things. That was clearly the wrong approach. It reminds me of Jim Croce's lyrics to "You Don't Mess Around With Jim:"

"You don't tug on Superman's cape 

You don't spit into the wind 

You don't pull the mask off that old Lone Ranger 

And you don't mess around with Jim"

• Managing up is really about stretching yourself - see article. What can you do to make the situation better (whether that is the project, the corporate culture, or the company itself)? I understood the need to stretch, but didn't realize my participation in dysfunctional company interactions was limiting my ability to manage up effectively.

• Communication - I cannot stress this too much. I had to learn my boss's communication style. Every manager, including me, has a different style. 

• See how they communicate with you, it usually is a good indicator of how they want communication to happen. 
• For some managers, ask - they might tell you, but observation of the manager's communication style will be more illustrative. When, how often, form (written/verbal) are all aspects.
• Some managers want discussion, some want just the 'short and sweet' discussion.

• Lastly - provide solutions to the problems you bring to your boss. Be a solver, not a whiner. Does your solution need to be complete (helpful, but not required). The solution does need to be thoughtful, cogent, and provide a path to success. 

Managing up is not manipulative, but a method to create a stronger 'bond' with your boss and create an better work environment

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

All-In Strategies

I have received many nice comments about my blog post about being all-in - Are You All-In?.

What is interesting is that I have also heard that it is impossible to be all-in these days. Some of the obstacles stated are:

1. Frustration - how do I work with people at my company that are not all-in? 
2. How do I get others to be all-in?
3. How can I get others to notice that I am now all-in?

FRUSTRATION  
Work is full of frustration. Lack of time, competing priorities, office politics, etc. Some team members get so frustrated, they just give up. We all feel frustrated at times. It may seem that some of your work colleagues do less, talk more, and don't seem to be as invested in success as they should be. What are some strategies to overcome your frustration?

• Realize that there are some people who will never be all-in. Don't invest your time in them. They are 'energy suckers'. 
• Consistency - that is the key. Be consistent in actions and interactions. You are either all-in or not - there is no 50% all-in.

GETTING OTHERS ALL-IN 

Getting other to go 'all-in' is not possible with words, or emails, or meetings. Your team members must decide for themselves to be all-in. Show them through your actions, your enthusiasm, and your conviction. That example, through your actions, is the only way others will see the benefit of being all-in.

HOW TO GET NOTICED

You want management to know you have upped your game. Here's what managers want to see:

• Actions - not Words
• Interaction/Communication - not 'Yes Man'
• Enthusiasm - not Passive/Aggressive
• Proactive - not Reactive
• Value Add - not Status Quo
• Work Within System - not going Rogue
• Think about how Company makes profit - not your Paycheck.

With the new year, start a new dedication to being all-in.  Stay the course, see the prize, and feel the satisfaction of a career well done.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]…