A big part of structural engineering is about analyzing loads and stress.   But when you’re heading up a dynamic team with multiple complex instructions, perhaps the biggest part of the job is resource management so that our load is always balanced and we don’t become stressed!   As a manager I always have to be thinking ahead. I rely on my senior team to keep me informed so that we can be as adaptable as possible to deliver excellence to our clients. We’ll often pivot to meet client’s needs when there are last minute changes. That’s not always easy in an SME where you have little stretch in your capacity!   We meet every Friday morning to talk about resource. We recap planned work, talk about provisional work and we block out our resources.    We try to keep lines of communication open with clients and potential projects so that we know when to expect new instructions, or unforeseen changes on those in the works.   I’m lucky to have a brilliant team, so we rarely find ourselves over stretched, but I’d love to hear how other managers cope with the load… any tips for resourcing, gladly accepted!   #Buildingexcellence #management #resourcing

In construction and engineering, success isn’t just built on plans—it’s built on relationships. The connection between contractor, engineer, architect, and owner forms the backbone of every project. At its core, this is a people-based service, and those relationships are what carry projects through to the end. It’s not just about delivering what’s in the scope—it’s about collaboration, communication, and trust. The best outcomes happen when teams understand each other and work together seamlessly toward the same goal. Whether it’s executing designs, solving challenges, or managing expectations, relationships make the difference between a project that struggles and one that thrives. What role do relationships play in your projects? Let’s talk about it in the comments!

In the architecture/engineering/construction (AEC) industry, projects are almost always completed by teams made up of multiple firms and disciplines. You might need an architect, a full engineering team, and several specialty consultants to complete a project. Most of those partners are involved in the proposal process in some way. Sometimes it's just the inclusion of a resume, or a fee, and sometimes they assist with narratives or design solutions. Either way, I pay careful attention to how the prime party (the firm putting together the proposal) interacts with its consulting partners. It's amazing to me how many people don't treat the proposal process as the start (or continuation) of a relationship - not just with the client, but with the entire team. Some prime firms will steamroll their partners, demanding marketing materials with a 24-hour turnaround time, or asking for materials without parameters and then getting upset when the materials returned to them aren't what they wanted. I've also seen prime firms include a partner in the proposal, but drop them when the project is awarded (if the contract allows) to bring in someone cheaper/faster. Having been on all sides of this situation - yes, even the jerk requesting materials ASAP (see situation: proposal pro not in control of the proposal schedule) - here are my recommendations for managing ALL partner relationships: 👉Consideration of available resources and people-power should be part of the go/no-go decision. Include a thought about your partners here as well - can you source the materials you need from them in time to put together a quality response that doesn't look thrown together? 👉If you're asking for materials on a quick turn, see if you have anything on file for that partner and whether you can use that as a starting point rather than having them create/send something brand new. 👉Specify exactly what you're looking for in your materials request - copy the RFP requirements into your email or send a template for the partner to fill in. 👉And if you're going to break teaming agreements, please don't use your proposal person as a human shield for the conversations you don't want to have.

In every project, collaboration is key. Communicating with your team, from architects to vendors, ensures you're using the best materials and meeting technical requirements. Remember, before you build, establish a clear path through strong communication.⁠ ⁠ #constructioneducation #constructionjobs

One of the fundamental elements of contract administration is the establishment of clear roles and responsibilities among the project team. This clarity is crucial in construction projects where multiple stakeholders must collaborate seamlessly, including architects, engineers, contractors, and clients. Clear delineation of duties ensures that every member knows their specific contributions and obligations, thereby reducing misunderstandings and enhancing team dynamics. The article link is in the comments below.

✍ Coordination VS Interface The difference between coordination and interface is substantial.  Coordination can happen at any level and involve any parties at any time. It can take the form of official correspondence, emails, phone conversations, or verbal discussions. Coordination can be internal or external, and it is not bound by specific timing or procedures. The crucial aspect is the transformation of coordination into documented records in any format. The lack of coordination may lead to delays in some instances and maybe a best practice in many cases, meaning that coordination is not mandatory for all situations. For example, suppose you are representing the main contractor and you are writing to the subcontractor to inform them about the schedule of the monthly meetings for the year. In that case, sharing a lot of information in advance is a good practice. However, you can notify the subcontractor intermittently a few days before each meeting. The interface differs from coordination because it is limited to a specific time frame. It must occur before design and implementation; failure to do so will lead to project delays and financial losses. Additionally, the interface involves specific procedures. The interface has a specific target and it is simply a coordination between project/program's points of contact. For instance, the interface between a building and city infrastructure includes access roads and utility connections, irrespective of the building activities. The interface is the point where two entities are linked with each other. For example, when you meet your friend and shake hands, the two hands are the point of interface. When connecting two projects, the connections are the points of concern. The interface has a specific process, starting from interface identification all the way to signing the interface agreement for every interface listed in the interface register. Finally, the coordination is flexible and open. However, the interface is mandatory and must be sharp because interface success is crucial to project/program success, affecting the overall vision.

Looking to secure your next role but not sure what type of project you want to work on? We can help! Triple Crown's VP of Recruiting, Ronnie Maksymowski. shares the difference between working a traditional contract and engineering services project. Let us help you navigate the process by reading our blog today! Click here 👉 : https://bit.ly/4aCJYEt #Engineeringservices #digitaltransformation #traditionalcontract #newblog

One of the vital skills for any leader is deep concentration in researching any issue that come for decision. Read all documents, research the web for more information, meet all stakeholders, comprehend the issue from all aspects and then decide. In one project, contract came to me ready for signture. I took my time and read all the sections, called for a meeting with project manager. I just asked him where is the signed contract drawings by the contractor? He answed he refused as the design consultant complicated the project drawings and specs, the contractor will make a simplified version to commit to the given price. I immediately fired the project manager and replaced him with another one with high integrity. We signed the contact with another contractor after rebidding with much better price and with our own “complecated” design drawings. In another project the contact came to me for approval. I spent a whole week studying the contract. Went to my boos with recommendation not to sign as the contractor is unknown with only small office in the USA and the conditions are all in his favor and the OEM is subcontractor. He athurized me to take acorrctive action. I immediately fired the project manager and took over. The project was in unsafe/poor country, OEM refused to do the supply and erection. I agreed to sign a supply contract only and the erction to be done by a local contractor with OEM supervision. Two contracts were signed. The moral of the story is read and then decide. No project will succeed with corrupt project managers.

💼 Hear from Mike Petrovick, Principal of Michael Petrovick Architects, on how Newforma Konekt has transformed the way his firm manages information and collaborates with clients and project teams. As a firm with many young employees, Newforma has helped Mike and his team stay organized, responsive, and on top of critical project tasks like submittals and RFIs. 🤝 "Newforma Konekt has changed how we interact with our clients and manage information. It helps us to organize that information differently and work more smoothly as a team, both internally and with our external project partners." 🚀 The top 3 benefits Mike has seen include: Improved responsiveness Faster project delivery Clearer expectations for team members 🏆 Mike believes Newforma Konekt is a world-class solution that allows his firm to focus more on practicing architecture, rather than getting bogged down in administrative tasks. If you're looking to streamline your firm's project management and collaboration, check out Newforma Konekt.

Success in Engineering Consultancy Is All About Managing Expectations. When people think of engineering consultancy, they often imagine it’s all about technical skills and hitting deadlines. While those are important, the real challenge lies in balancing client satisfaction, regulatory requirements, and team performance. Over time, I’ve learned that the secret to managing expectations effectively is rooted in three key principles: 1. Clarity in communication: Clearly define the scope and set realistic expectations with all stakeholders from the beginning. 2. Proactive problem-solving: Anticipate challenges before they become roadblocks and adapt your approach when needed. 3. Team alignment: Ensure everyone involved shares a common understanding of goals and deliverables. These principles have consistently helped me navigate complex projects and deliver results that exceed expectations. If you’re in the field of construction or consultancy, I’d love to hear: What strategies do you use to manage expectations and build trust with clients and teams? Let’s share ideas and grow together.