In this months issue:

Ø      The Top Eleven Ways to Lose an Employee

Ø      Project Management for 20%+ Profit

o        Preview Webinar on March 6, 2008

o        Orlando March 27-28

o        Chicago April 3-4

o        Portland April 10-11

o        Las Vegas April 24-25

Ø      Tech Tip of the Month - Carbonite

The Top Eleven Ways to Lose an Employee

11. Have an Empty Supply Cabinet

Having an empty supply cabinet sends all the wrong signals.  In addition to wasting time looking for the supplies they need to complete their work, they are left to wonder if incompetence, frugality or financial difficulties are to blame

10. Slow Computers and Out of Date Software

Your employees want to be working with reasonably current technology.  If you don't provide it for them your competitors will.  All of your computers and software should be on a 3-year replacement cycle.  No it is not acceptable to push off the old clunkers to your administrative staff. 

9. Share Information on a "Need to Know Basis"

Employees want to know why something needs to be done.  By providing a context to the tasks we are asking them to perform, we are preparing them for greater responsibility.

8. Don't Listen -- Just Assume they are Chronic Complainers

 Those of us in management positions deal with problems all day long -- this is what we are paid for.  It is easy to fall into the trap of believing that some employees are chronic complainers.  (This is probably because some of them are.)  Take the time to evaluate their complaint and see what can reasonably be done to correct the problem.  See #2 below

7. Click Away on Your Blackberry -- After all you are the Boss

When your employee, co-workers or anyone else is speaking do not go to your Blackberry - it is rude.  Live in the moment.  Check your e-mail later.

6. Think of them as the Enemy

I am astounded on how some employers/bosses talk to or treat their employees.  We are all working towards the same goal - they are not the enemy.  I am not saying you should let them take advantage of you, but treat them with some respect and get some better results.

5. Create a Moving Target of Expectations

Employees respond to certainty -- not uncertainty.  Be consistent in your performance expectations.  When your expectations do change, be sure to let your employees know in advance -- not after the fact.

4. Have a One Sided Employee Manual

The employee manual should be as a comprehensive and fair document -- and it should be presented as such.  The tone of the manual is as important as the content.

3. Uncomfortable Furniture

If you want your employees to work long hours when needed and go the extra mile to meet client deadlines -- you need to provide comfortable chairs and work stations.  No one feels like working long hours when his or her muscles ache from ergonomically challenged furniture

2. No Heat

It's hard to believe that an A/E firm would not see the necessity of providing adequate heat for their employees, but I come across it all the time.  You may be a fresh air freak or enjoy the crisp feeling of a 55-degree office -- but trust me when I tell you that you employees do not. 

1. Put-Off Reviews

Yes, a year goes by very quickly when you are responsible for conducting reviews and giving raises.  However, when you are the one waiting for the review or raise, a year seems like an eternity.  Employees view any delay as an insult and are likely to seek employment elsewhere.

Axium Webinar

On March 6^th, Herb Cannon will be presenting a preview of the Project Management for 20%+ Profit Seminar.  Registration is free -- just visit

http://www.axiumae.com/sales/webinars/

Project Management for 20%+ Profit

          A seminar for Architects and Engineers

At AEC Management Solutions, Inc., we believe that architects, engineers and related industry professionals create an extraordinary value for their clients. The simple goal of this seminar is to help these professionals consistently earn a 20%+ profit for their services.  

Achieving Financial Success
Financial Success is a process, not an event. It is the result of our hard work -- not wishful thinking. It starts with an understanding of the basics, continues with the implementation of a well thought out plan and process and results in the financial success of a 20%+ profit.  

For some A/E firms squeaking by with an 8% profit on a project is considered good. For most other A/E firms a 13 to 15% project profit would be considered a great. For a select few that have mastered the core principles of this project management program a 20%+ profit on net revenues is considered par for the course. In fact, a 20% profit on each project is their minimum expectation for profit. On many projects, they achieve a profit of 30% or more.  

For the most part, the 20%+ profit projects do not have smarter project managers, better employees, better clients or harder workers than your company. What they do have is a project management system that delivers accurate financial information and a project management process that encourages (insists) all employees to act upon this information. The happy result of this comprehensive system is satisfied clients, motivated employees, increased compensation and 20%+ profit on net revenues. 

Join Herbert M. Cannon, President of AEC Management Solutions, Inc. to discover the secrets of how a select few firms consistently achieve a 20%+ profit on net revenues and how you can implement these project management techniques at your company.

Program Overview

Overview of Project Management and 20%+Profit

Ø        What do we mean by 20%+ Profit?

Ø        What are the Key Elements of a 20%+ Profit?

Ø        Creating a Culture of 20%+ Profit -- it's not about the Money!

Project Manager - The role, not the title

Ø        What is a project manager?

Ø        What makes a good project manager?

Ø        Traits of the best project managers

Ø        The many roles of a "great project manager"

Ø        Creating the right PM culture

Ø        The 80/20 rule - How to make it work for you

Marketing, Proposals, Contracts and Negotiations for 20%+ Profit

Ø        The project manager's role in marketing and increasing the paid scope of work

Ø        Tips for creating a winning proposal

Ø        Key terms to include in your proposal/contract

Ø        Basic Negotiating Strategies and Techniques

Project Planning for 20%+ Profit

Ø        Project Management Plan - The roadmap to project success

Ø        Project Goals - Yours and your client's goals - Are they consistent?

Ø        The essential elements of a great project management plan

Ø        Prioritizing and sequencing tasks

Ø        The financial impact of improperly sequencing project tasks

Ø        Work Breakdown Structure

Ø        Communicating the Plan - To your staff and your client

Project Scheduling for 20%+ Profit

Ø        Reasons for creating a schedule

Ø        Common scheduling techniques

Ø        Avoiding the most common scheduling mistakes

Project Financial Planning for 20%+ Profit

Ø        Where does all the money go in a typical engineering firm?

Ø        Why should every employee be focused on profits?

Ø        Key indicators to monitor on a regular basis

Ø        Why budgeting is the key to financial success

Ø        Project budgets - three ways to establish one

Ø        Pricing basics - value vs. cost

Ø        Scoping to Win and make a 20%+ Profit

Ø        Negotiating Basics - What you don't know can and will hurt you!

Ø        The Earned Value Approach - the secret to managing Budgets and Schedules

Stopping Unpaid Scope Creep for 20%+ Profit

Ø        What is scope creep and how to recognize it?

Ø        What are the common causes of scope creep?

Ø        How to identify scope creep before the work is done

Ø        Going to the client for more money -- practical advice

Proactive Management for 20%+ Profit

Ø        Key strategies for managing the client

Ø        Effective delegation - The key to leveraging your efforts

Ø        Weekly Project Reporting

Project Business Reviews the key to a 20%+ Profit

Ø        Project management reports - How to understand and use them to assure a successful project

Ø        Project business review process -- a team effort

Ø        Monitoring project budgets, schedules, staffing, collections and profits

Ø        Developing an action plan to earn the profits you deserve

Seminar Implementation Plan

Ø        Ten Things to do when you get back to your office

Ø        Tips on implementing change and building momentum

Seminar Leader

Herbert M. Cannon, President of AEC Management Solutions, Inc., one of the nation's leading experts in the management of A/E firms will be your seminar leader.  With over 25 years of "hand on" experience in the A/E industry, he has held top management positions in a number of high profile firms, including Robert A. M. Stern Architects a 255-person firm with whom he maintains a long term consulting relationship.  In 2000, he founded AEC Management Solutions, Inc. with the simple goal of helping A/E firms of all sizes earn the money they deserve for creative efforts.

Who Should Attend?

Ø        Project Managers

Ø        Project Engineers

Ø        Project Architects

Ø        Principals

Ø        Associates

Ø        Discipline Leaders

Ø        Anyone interested in achieving a 20%+ profit

Dates and Locations

Day 1 8:00 - 5:00

Day 2 8:00 - 1:00

March 27-28

Orlando

Crowne Plaza Orlando Resort

877-239-1222

www.crowneplaza.com

April 3-4

Chicago

Swissotel

888-73-SWISS

www.swissotelchicago.com

April 10-11

Portland

Benson Hotel

1-888-5BENSON