Measure Twice – Cut Once – Think Always

It is better to think twice, before executing once.

There is an old adage in construction that says it is better to measure twice and cut once. If you have ever done a home improvement project, you have experienced this. The haste to get the job done has led to waste in time (it took longer), materials, and sometimes sanity (increased stress).

In business consulting I hear all the time the following…

• We have really smart people, they can just execute.
• Planning takes too long – it will cost money.
• We will use our past process, it will be okay.

All of these strategies are a cut once and hope it fits process, and destined to either fail or take longer and cost more.

My attorney, Sherman Knight, during my times of great legal strife, always used the military phrase “Prior Planning Prevents Piss Poor Performance.” What he was trying to get me to understand is that planning (thinking) makes for better doing (performance).

Planning, and the associated thinking required, is more critical than the immediacy of starting the execution of the task or project. Risks need to be identified, as well as opportunities. Strategies can be reviewed and developed that will more than accelerate the project completion.

How do we start the planning process:

• What is the realistic schedule, which is usually different than the “desired” schedule. How will resources be allocated.
• Who are the other stakeholders, and what information and buy-in is required for a successful project.
• What are all the risks of the project, how will the risks be mitigated – and most importantly – what new processes will be needed to complete the project.
• New technologies may be needed, or required to complete the work.
• Time spent training resources on the new process, pays dividends over “they will learn as they go along.” The key here is to have the training as close to the execution of the work.

How many times do we just “wing it” and hope for the best outcome? Far too often. Planning, before doing, needs to become your personal, and company #1 best practice.

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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


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Fear, Uncertainty + Doubt in Buying

Have You Ever Been "FUDed"?

People say all is fair in business - win at all costs.  One strategy some competitors use is to confuse the buying/selling process through infusing fear, uncertainty and doubt into the buying/selling decision.  FUD (Fear, Uncertainty, Doubt) is described as:

FUD is generally a strategic attempt to influence perception by disseminating negative and dubious or false information. FUD is a manifestation of the appeal to fear. (Wikipedia).

The key part here is the phrase "appeal to fear".  Fear is the mortal enemy of a buying decision far more than pricing.  Some examples of FUD that might be said about you, by your competitors:

• You are going out of business (no money)
• You have lost a key member of the organization (can't deliver on promises)
• Individually (you have a drug/alcohol problem)

Do these tactics sound familiar?  Usually it leaves you confused as to 'why' would someone say that, and why is your potential/existing customer listening to such outrageous statements.

As we know, disproving a negative is nearly impossible.  How can I prove that my company is NOT going out of business -especially when so many businesses closed their doors overnight?

So, the question is - How do we (the FUDed party), deal with the FUD being thrown at us:

• First, don't be offended, it is probably a compliment to your competitive selling ability, and your company's products/services. The FUDder is desperate, and using risky, and despicable tactics.
• Stay calm, the more you profess your innocence/righteousness, the more you give some credence to the FUD statement.  The people who handle it the best, approach it in two possible ways.
• A hearty laugh and a clear statement of "does that sound logical to you" can often overcome/defeat the FUD statement.
• Sometimes a response of "what information/data can I provide that will reduce your fears" will help.  The key is your openness; it is a cure to the FUD virus.
• Whatever you do, do not throw FUD back!  First, your competition is probably better at FUDding that  you are, and in my experience "FUDders never win long term".  Yes, you may lose temporarily the customer, but you will more times than not get that customer back later on, when the customer determines the 'real' story.

 

It is a badge of courage to be FUDded !  Keep your head up, and your confidence strong.  Realize your competition is nervous  - YOU GOT THEM ON THE RUN !

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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

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Are You Asking the Right Questions? Service Risk Mitigation

Risk exists in all things.   It is how we manage that risk that decides if we succeed or not.  Just because we can, does not mean we should.  We can drive down the freeway at 100 mph without a seat belt - but I think we agree it would be risky, and the outcome might well be disastrous.

RISK MANAGEMENT
Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities  (Wikipedia).

How does risk management apply to services?  Many do a 'pray and hope process' regarding possible risks.  Some do a 'how did we do it last time' methodology.  Some negotiate a fee and then work to fit the service within that fee. All of these options do little to mitigate risk. In fact, I believe they increase risk, by inducing a false sense of security or safety.

To mitigate risk, information/communication is the best approach.  Both receiving and delivering information is critical.  Two key parts (though not the complete answer) to risk mitigation are:

• Scoping
• Setting Expectations

SCOPING
This is an easy process to by-pass.  We have already had discussions with the customer, we don't want to seem un-knowledgeable, etc.  However, scoping is a very important part of risk mitigation and management. 

Scoping, or project scope statement, is the process of defining the who, what, where, how of the project.  In Project Management Professional (PMP) terms this process is the developing of a Baseline Scope. 

Here are my best practices in developing Scope:

• Always complete the scope in a document that is reviewed by the client.
• For best results, have the scoping conversation directly with the customer (face to face is better than phone).  Never do it via email.  Have the discussion with the decision maker, if other people are in the meeting (stakeholders, team members, etc.) that is good too, but sometimes hard to achieve.  Contract Manager, etc. are not good candidates - you need parties with domain expertise to provide input.
• Have an agenda - what items do you need to have input and confirmation upon.  It is your meeting - own it.
• Items on the agenda will vary, but some main items might include:
• What definable outcomes will make the project a success?
• What items will not be covered in this process - what will be provided by others.
• What are time, people, material constraints that are known?
• Ask precise, information gathering questions - reconfirm all you knew and now know.
• Get the draft document reviewed and approved by all prior to proceeding.
• This should all be done PRIOR to establishing the fee or budget.

SETTING EXPECTATIONS
This part of the process is rarely done enough.  Why bother to set expectations?  Won't the customer get upset if we set an expectation?  Risk mitigation is all about reducing risk, therefore, isn't there a reasonable risk the customer is expecting something different than you are proposing. 

What is included in 'setting expectations'?  It is a discussion that outlines what makes a successful project for the customer.

• What do they want to understand better
• What process will need to be implemented
• What workflow needs to be improved
• What are the possible blockages to success (corporate culture, etc.)

By discussing, and documenting, and getting agreement on what the customer expects in a definable way, many headaches that occur at the end of the service delivery are avoided.
There are many aspects to Risk Mitigation, however, Scoping and Setting Expectations is a good starting point, and where many service providers stumble.

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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.