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Sherrill
& Co. ... Construction Program Management & Architecture
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How
do I help you 'build' a more effective organization?
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As
a dedicated professional, I lead the process to refine your unique organizational and facilities strategy to deliver a more effective
investment. |
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Introduction
Click
Here
to
See ...
Articles
and Award
Applications
... for a copy of "Building
Design Meets Business Strategy"
by Carl Sherrill
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Question
... How
many teachers does it take to change a light bulb?
Answer
... Teachers
don't change light bulbs … they make dim ones brighter!
Do you believe your organization should be … "a little brighter
"?
John
Kotter, professor of organizational behavior at the
Harvard
Business
School
who says that organization leaders do
two things:
1)
They press and prepare organizations for change
2)
They cope with managers who struggle for stability
Organizations
that THRIVE balance these complex and very important issues.
Many
leaders need a broad, unbiased framework to help define and refine the
necessary, high quality decisions to help sort, prioritize,
and define many new or revised issues related to … needs; functions;
policies; and missions.
Defining
facility strategy is a top management leadership issue. It's not normal
operations to help:
1)
Rise levels of awareness in many diverse
areas
2)
Outline ideas to provide better short and long term results
3)
Describe principles for a better "fit" for your
investment
Successful
Strategy can be compared to art or music, where there are measurable
aspects that compliment and supplement those other qualities that may be
hard to measure.
People
in "management theory" - Michael Porter (Harvard), Tom Peters,
and many others, publish books & "talk on the stump" to
improve strategy. However,
no one talks about construction investments and the associated long and
short term impacts upon the sponsoring organization.
No one is a fortune teller; a complete strategy with different
scenarios is tough to describe, but a good strategy generates
synergistic support for as a solid foundation for a higher quality
investment and a better organization.
Many
people start a project as if they are ordering "fast
food", where project teams "cook the
burgers". This may not be as good as it first seems, it may
not support long term "health benefits" for today's
organizations considering their long term needs in operations,
markets, strategic goals.
In
architecture, there's a saying "form follows function". This
means determine what's really needed THEN wrap the building around it.
This helps provides an underlying and enduring sense of
logic to enhance long term value for the art.
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CEO's
ask:
"Why invest
in
a new
facility?" |
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The
complete answer is not simple. Determining project scope is significant and
involved. It should reflect the client organization's unique considerations and requirements.
Start with thoughtful, comprehensive analysis
addressing:
A)
... How is leadership and management defined for the client
organization?
B)
... How are leadership and management defined and applied here?
C)
... What is the real "unit of measurement" of the
organization's daily work?
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Answer:
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Once something
about the organization is defined from the above, then facility issues
can be addressed, such as how a new facility can:
Provide new strategic and tactical opportunities.
Offer
a powerful opportunity to influence a cultural
change.
Enhance
operations,
profitability, and efficiency.
Simply
stated, a new facility investment can represent the organization's strategic
plan and can address issues, such as, but not limited to:
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A
- Market
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Improve
marketing, sales, and customer service with an improved facility.
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B
- People
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Personnel are considered the most valuable
asset.
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Major
improvements in an upgraded facility supports organizational change.
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C
- Process
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A new facility investment enhances work
efficiency
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- new equipment
- an improved efficient work flow
- stimulates major "make
vs. buy" analysis
- stimulates analysis for "just in time" deliveries
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Professional
Service
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Professional,
single source, in-depth comprehensive program management - planning to
punch list
Hands-on
experience provides the best possible short- and long-term benefits
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How do
we begin?
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Reflecting twenty-two years experience,
my process outlines comprehensive project delivery and
in-depth analysis.
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1st
... Each project is unique.
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To
start, a first proposal with estimated hours to
prepare a "preliminary" scope and document a complete pre-design
organizational analysis.
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2nd
... Prepare a scope, and specific cost estimate with back-up.
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Depending
upon the scope and operations, preliminary engineering or other design studies may be
required.
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3rd
... Other
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Each
case is different. Agreements shall be custom defined for the situation
to address well defined activities and time requirements.
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To
Introduce New Project Owners,
Users,
&
Investors
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Specific actions vary
by project and a specially prepared schedule will illustrate activities in a
proper
manner. Beginning with an "inside-out analysis, successful projects can flow as follows:
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1)
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Diagram
work process to show value added steps and existing / future capacity.
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2)
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Strategy - Qualitative analysis of existing/ future conditions/
personnel/ etc.
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3)
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Forecast - Spatial/ equipment/ capacity of existing/ future.
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4)
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Illustrative
drawings: floor/ site plans; elevations; equipment, etc.
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5)
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Prepare project's tech docs/ cost estimate/ performance/ maintenance specs, etc.
(using tools … Uniformat,
PerSpective,
CAD, Means,
Richardson, etc).
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6)
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Determine potential contractors/ vendors/ suppliers.
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7)
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Analyze project logistics and note construction considerations.
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8)
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Prepare
proposal package - contract/ financial/ legal issues.
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9)
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Develop
solicitation: design-build/ design-bid-build/ CM/
other.
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10)
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Determine specific construction teams - A-E/
contractor (s).
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11)
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Issue
RFQ
/ RFP
- market timing / confirm financing, etc.
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12)
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RFQ - RFP Analysis/ Negotiate/ Award/ Begin Work.
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13)
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Confirm schedule/ cash flows.
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14) |
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Complete
project per RFQ / RFP requirements.
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