The Architect′s Guide to Small Firm Management

ACKNOWLEDGMENTS.
<p>INTRODUCTION.</p>
<p>PART I:MANAGING IN AN UNPREDICTABLE ENVIRONMENT.</p>
<p>CHAPTER 1: BRINGING ORDER OUT OF CHAOS.</p>
<p>PROFIT AND SATISFACTION.</p>
<p>DESIGN FIRM BUSINESS MODELS.</p>
<p>EFFICIENCY–BASED FIRMS.</p>
<p>EXPERIENCE–BASED FIRMS.</p>
<p>EXPERTISE–BASED FIRMS.</p>
<p>ANY PROJECT THAT COMES THROUGH THE DOOR.</p>
<p>SMALL FIRM ARCHETYPES.</p>
<p>ARCHETYPE ONE: EVERYONE IS DISSATISFIED.</p>
<p>ARCHETYPE TWO: ADMINISTRATIVE BREAKDOWN.</p>
<p>ARCHETYPE THREE: UNINTENTIONAL ENMITY.</p>
<p>CHAPTER 2: WHOLE FIRM SYSTEM.</p>
<p>LINEAR THINKING AND SYSTEMS THINKING.</p>
<p>RECOGNIZING PATTERNS.</p>
<p>TRACKING TRENDS.</p>
<p>SYMPTOMATIC AND FUNDAMENTAL SOLUTIONS.</p>
<p>SUMMARY.</p>
<p>CORE INCOMPETENCE.</p>
<p>WHOLE FIRM SYSTEM DIAGRAM.</p>
<p>TIME MANAGEMENT.</p>
<p>COMMUNICATION EFFECTIVENESS.</p>
<p>JOB SATISFACTION.</p>
<p>CHAPTER 3: ROUTINIZE THE ROUTINE.</p>
<p>OPERATIONAL EFFECTIVENESS.</p>
<p>THE TYPOLOGY OF WORK.</p>
<p>ANALYZABILITY AND VARIETY.</p>
<p>SITUATIONAL LEADERSHIP.</p>
<p>MATCH MANAGEMENT STYLE, STAFFING, AND WORK TYPES.</p>
<p>HOW TO ROUTINIZE.</p>
<p>PROJECT MANAGEMENT/ACCOUNTING SOFTWARE.</p>
<p>PROJECT STARTUP PROCESS.</p>
<p>CAPACITY UTILIZATION.</p>
<p>CHAPTER 4: LEADERSHIP MATTERS.</p>
<p>FIRM CULTURE.</p>
<p>FIELD THEORY.</p>
<p>SELF–AWARE LEADERSHIP.</p>
<p>CONTROL VERSUS TRUST.</p>
<p>CAREER CONTENTMENT.</p>
<p>WORKING WITH CREATIVE PEOPLE.</p>
<p>EFFECTIVE FIRM RETREATS.</p>
<p>PLAN NONBILLABLE HOURS.</p>
<p>PARTNERSHIPS.</p>
<p>WHY PARTNER?</p>
<p>WHAT MAKES PARTNERSHIPS WORK.</p>
<p>RULES OF THE ROAD.</p>
<p>WHAT MAKES PARTNERSHIPS FAIL.</p>
<p>"UNINTENTIONAL ENMITY" REVISITED.</p>
<p>SUCCESS IN GROUP WORK.</p>
<p>PART II: BEST LAID PLANS.</p>
<p>CHAPTER 5: LIFECYCLE OF A SMALL FIRM.</p>
<p>WEALTH OR CONTROL.</p>
<p>THE PRINCIPALS DILEMMA.</p>
<p>GETTING TO THE NEXT LEVEL.</p>
<p>BE WHAT YOU WANT TO BECOME.</p>
<p>THE PYRAMID PROBLEM.</p>
<p>THE MATRIX SOLUTION.</p>
<p>TRANSFORMING MENTAL MODELS.</p>
<p>EVERYONE IS DISSATISFIED REVISITED.</p>
<p>CHAPTER 6: TRANSITION TIMES.</p>
<p>THE 10–YEAR ITCH.</p>
<p>WHEN PARTNERS GROW APART: J/H ARCHITECTS.</p>
<p>A CAUTIONARY TALE.</p>
<p>APPROACHING RETIREMENT.</p>
<p>10–YEAR RULE.</p>
<p>EXPANDED CHOICES.</p>
<p>NARROW CHOICES.</p>
<p>OWNERSHIP TRANSITION OPTIONS.</p>
<p>INTERNAL SALE AT RETIREMENT.</p>
<p>TAKING ON A MINORITY PARTNER.</p>
<p>CHAPTER 7: FINANCIAL MANAGEMENT: BEYOND INTUITION.</p>
<p>MACROECONOMIC INFLUENCES.</p>
<p>ECONOMIC INDICATORS.</p>
<p>THE CONSTRUCTION BUSINESS CYCLE.</p>
<p>HOW SMALL FIRMS SURVIVE AN ECONOMIC SLOWDOWN.</p>
<p>FINANCIAL TERMINOLOGY.</p>
<p>FINANCIAL PERFORMANCE INDICATORS AND BENCHMARKS.</p>
<p>FINANCIAL MANAGEMENT TASKS.</p>
<p>TRACK FIRM PROFITABILITY.</p>
<p>TRACK CHARGEABLE RATIO AND DIRECT LABOR EXPENSE.</p>
<p>TRACK BREAK–EVEN MULTIPLIER AND MULTIPLIER ACHIEVED.</p>
<p>TRACK OVERHEAD EXPENSE AND BUDGET VARIANCE.</p>
<p>TRACK BACKLOG AND OUTSTANDING PROPOSALS.</p>
<p>YEAR–END FINANCIAL CHECKUP.</p>
<p>ADDITIONAL FINANCIAL CHECKS.</p>
<p>CHAPTER 8: SCENARIO PLANNING.</p>
<p>INFLUENCES ON PROFITABILITY.</p>
<p>CLIENT EXPECTATIONS.</p>
<p>OVERHEAD EXPENSE.</p>
<p>STRATEGIES FOR INCREASING PROFITABILITY.</p>
<p>REALIZABLE REVENUE.</p>
<p>INCREASE HOURS?</p>
<p>INCREASE BILLING RATES (FEES)?</p>
<p>INCREASE BILLABLE HOURS?</p>
<p>ADD INTERN TO STAFF?</p>
<p>ADD SKILLED STAFF?</p>
<p>SCENARIO PLANNING STORY PROBLEM.</p>
<p>STORY PROBLEM CHALLENGE.</p>
<p>MOVE TO A LARGER OFFICE?</p>
<p>PLANNING FIRM GROWTH.</p>
<p>PART III: LOOKING TOWARD THE FUTURE.</p>
<p>CHAPTER 9: STRATEGIC THINKING.</p>
<p>BUSINESS PLANNING FOR SMALL DESIGN FIRMS.</p>
<p>MARKETING PLANS.</p>
<p>VALUE OF PARTICIPATORY PROCESS.</p>
<p>SAMPLE BUSINESS PLAN TEMPLATE.</p>
<p>LEARNING IS JOB ONE.</p>
<p>LEARNING BY DESIGN.</p>
<p>LEARNING AS COMPETITIVE ADVANTAGE.</p>
<p>CHAPTER 10: SMALL DESIGN FIRM PRACTICE MODELS.</p>
<p>SOLO PRACTICE.</p>
<p>ECONOMIES OF SMALL SCALE.</p>
<p>CHALLENGES AND OPPORTUNITIES FOR SOLO PRACTITIONERS.</p>
<p>FIRMS OWNED BY MARRIED COUPLES.</p>
<p>COMPLEMENTARY SKILLS.</p>
<p>EASE OF COMMUNICATION.</p>
<p>LESSONS LEARNED.</p>
<p>SMALL FIRMS IN INTERNATIONAL PRACTICE.</p>
<p>FIRM SIZE IS NO BARRIER.</p>
<p>ANOTHER CALLING.</p>
<p>THE VIRTUAL OFFICE OPTION.</p>
<p>TWENTY–FIRST CENTURY OPPORTUNITY.</p>
<p>CONSIDER THE POSSIBILITIES.</p>
<p>CHAPTER 11: TECHNOLOGY AND INTEGRATED PRACTICE IN SMALL FIRMS.</p>
<p>ADOPTING BUILDING INFORMATION MODELING.</p>
<p>INTEGRATED PRACTICE AND INTEGRATED PROJECT DELIVERY.</p>
<p>ARCHITECT–LED DESIGN–BUILD.</p>
<p>ARCHITECT DEVELOPER.</p>
<p>CREATING POCKET NEIGHBORHOODS: ROSS CHAPIN, AIA.</p>
<p>GREEN DEVELOPMENT: TONY CASE, AIA.</p>
<p>CHAPTER 12: BIG–PICTURE TRENDS.</p>
<p>DIVERSITY IN PRACTICE.</p>
<p>GENERATION GAPS.</p>
<p>BOOMERS OUT, MILLENNIALS IN.</p>
<p>TECHNOLOGICAL TETHERING.</p>
<p>A MIXED BAG.</p>
<p>HOW TO MANAGE MILLENNIALS.</p>
<p>WOMEN IN DESIGN FIRM LEADERSHIP.</p>
<p>"BRAIN DRAIN" REVEALED.</p>
<p>LABYRINTH TO THE TOP.</p>
<p>TWENTY–FIRST–CENTURY WORKPLACE.</p>
<p>THE TELEWORKING OPTION.</p>
<p>CHAPTER 13: SUSTAINABLE ECONOMICS.</p>
<p>TRIPLE BOTTOM LINE.</p>
<p>SUSTAINABLE DESIGN FIRM PRACTICE.</p>
<p>GREENING THE WORKPLACE.</p>
<p>VALUES–BASED PRACTICE.</p>
<p>ANOTHER POINT OF VIEW.</p>
<p>SUSTAINABLE ECONOMICS APPLIED.</p>
<p>CONSTRUCTION INDUSTRY IMPACT.</p>
<p>TURN RED BUSINESS BLUE.</p>
<p>FINAL WORDS.</p>
<p>INDEX.</p>