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PLANIFI, from page 7

design phase of projects The product is designed specifically for PMs and principals who manage A/E projects. It offers information tailored to their needs in a highly visual and intuitive fashion. TZL: Provide a practical example of how A/E firms can use Project Analyzer to benefit ROI.

JJB: Project Analyzer enables firms to project resource needs further into the future to enable more effective planning. For example, a firm notices that they are busy and don’t have enough architects as projected over the next six months to meet demand. They can also plan opportunities and active projects and view weighted projections in a single view to enable a firm to more accurately forecast future dollars and staffing needs. They can easily target profit – Project Analyzer enables a firm to adjust target profit on a fee by fee basis and plan accordingly to ensure that target profit objectives are met on every project or phase. And finally, they can improve resource utilization because Project Analyzer provides a weekly projection of staffing assignments enabling managers to identify over/under- staffed individuals and to make necessary adjustments. TZL: Provide a little more information about Planifi and plans for future products. JJB: We were started by Newforma in 2011 which led to Planifi being founded earlier this year. Soon, we will announce a new visual reporting tool that enables firms to view all of their projects, phases, and milestones in a single Gantt chart view! TZL: What excited you most about the Zweig Group’s 2015 Hot Firm & A/E Industry Awards Conference? What were some of the highlights for you? JJB: I enjoyed hearing great stories from firms like WD , NELSON , Westwood , and others. And, I also enjoyed meeting the Zweig team in person; meeting our customer, the Wantman Grou p, knowing that they are recognized as a leader; and meet- ing many other forward looking leaders. Learn more at Planifi.net.

JUNE JEWELL, from page 5

done, and nothing is truer when trying to make significant changes in your firm’s business management practices. With- out constant monitoring and measuring of key performance metrics, your employees are not going to pay attention. It is important to establish a performance management process that is in line with the new cultural expectations. It should include clear rewards, recognition, and consequences for per- formance. This alone could make all the difference in whether your culture becomes more focused on profitability. “The first step to implementing transformational change is getting the consensus, commitment, and support of your firm’s leaders. Sometimes this can actually be one of the most difficult things to do.” Your culture took a long time to develop, and while it might be difficult to make radical changes, sometimes small changes can be equally impactful. Gaps in profitability are often small amounts in many small places, and baby steps may be what’s needed to make progress. Look for places that you can recognize quick wins, and be sure to publicly recognize the behavior changes you are asking for. Building your profitable culture will take time and effort, but can be one of the most rewarding and financially impactful initiatives you can pursue. JUNE JEWELL is the president of AEC Business Solutions . Learn more about how to improve your firm’s financial performance at AECBusiness.com.

down by people, process, and systems. A thorough business management assessment can go a long way toward figuring out where the biggest returns can be gained from the smallest efforts. Program of intentional behavior change. Once you have assessed your firm’s current culture, calculated the impact of improving financial results, and set some goals, it is time to take action. Implementing change is difficult, and having an intentional path forward can make all the difference as to whether this initiative is a winner or loser. The difference between success and failure is usually embodied in a plan – detailing the steps that need to be taken, responsibility, resources needed (time, money, and skills), and how success will be measured. The key is to focus on specific process and behavior changes that need to happen to prevent project budget overruns, scope creep, and the other many causes of gaps in profit margins. Having as many employees involved as possible in the program will provide a higher rate of success – peer pressure and creating new norms is essential to long term culture change. Communication and training. Explaining the benefits and “What’s in it for me?” is essential to implementing effective change. Most employees will resist change, and very often it is because leadership has failed to address their primary concerns. It is not only critical to explain why changing the culture is important, but the expected value to both the firm and the individuals. Resistance to change is a normal reaction by employees, and preparing for it in advance can go a long way toward getting needed buy-in from your staff. Training on financial management and expected new behaviors is es- sential to transforming your employees’ everyday activities and habits. Accountability. We have all heard that what is measured is

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

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