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November 4, 2024, Issue 1560 WWW.ZWEIGGROUP.COM

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How do you ensure your firm has both the will and the way to succeed in this increasingly competitive market? Vouloir, c’est pouvoir!

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According to Zweig Group’s 2024 Recruitment & Retention Report , 80 percent of AEC firms offer tuition or fee reimbursement, demonstrating broad support for employees’ continuing education. However, the extent of this support may vary, as firms often have specific internal policies that determine which costs are reimbursable. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

O ne of my favorite expressions from learning French, “vouloir, c’est pouvoir” (where there’s a will, there’s a way), has been a guiding mantra throughout my entire AEC career over the last 15 years. Originally, I connected with it as a powerful professional motto, but over time, I began to channel its meaning into my broader passion and strengths, driving value creation for AEC firms at Zweig Group through strategic growth planning. This phrase speaks to a timeless truth; however, its full potential is often untapped. The question AEC leaders must ask is: How do you ensure your firm has both the will and the way to succeed in this increasingly competitive and evolving market? In this article, I explore how to bridge the gap between the will and the way through well-crafted, forward-looking growth strategies. By doing so, your firm can inspire and lead teams to build a future filled with possibility, progress, and success. THE WILL: VISION AS THE STARTING POINT. In any growth journey, the will is your firm’s vision – a five- to 10-year big, bold goal with vivid descriptions of what it will be like to achieve the goal. A true big, bold vision is clear and compelling, serves as a unifying focal point that unites efforts and ignites team spirit. It also has a clear finish line, so your firm can know when it has finished climbing the “mountain” and is ready to move on to other ones. One of the most common pitfalls among AEC firm leaders is overanalyzing whether an envisioned future is the correct one. Your role is to create and shape the future, not predict it – there can be no right answer. In fact, crafting an effective envisioned future requires a certain degree of unreasonable confidence and commitment. The vision must be bold, forward-thinking, and aligned with market opportunities and organizational strengths. For firms in the AEC industry, where projects can span years and involve large, multidisciplinary teams, having a unifying vision is especially critical; otherwise, firms risk becoming reactive. They may focus only on the next contract or project rather than charting a course for long-term growth and innovation. In short, a vision serves as a motivational force, aligning everyone in the organization – from leadership to junior staff – toward a common big, bold goal. But while vision is necessary, it’s not sufficient. Without a

Ying Liu, MBA, LEED AP BD+C

FIRM INDEX HP Engineering............................................5

KAI.......................................................................... 7

WT Group.......................................................11

MORE ARTICLES n BRANDON PINKERTON: The journey’s end Page 4 n MARK ZWEIG: What it really takes to be successful Page 6 n MATT VERDERAMO: Three key moments Page 8 n STEPHEN DOMINGUEZ: Managing scope creep Page 10

See YING LIU, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

YING LIU , from page 1

clear roadmap to bring your vision to life, even the most passionate teams can feel lost, uncertain, and disengaged. THE WAY: STRATEGY AND EXECUTION. Once the vision is established, the next crucial step is to define the way – the strategy that will lead you there. Strategic growth planning is the cornerstone of this process. It bridges the gap between where your firm stands today and where you want to be in the next three to five years. A well-crafted strategy ensures your vision doesn’t remain a distant dream but becomes an actionable, measurable goal. For AEC firms, this means identifying growth opportunities both externally and internally. Externally, it involves market penetration, client diversification, service expansion, mergers and acquisitions. potential partnerships, innovative project delivery methods, and/or emerging technologies, just to name a few. Internally, it requires fostering an innovative culture, assessing your firm’s strengths, operational efficiencies, and the leadership needed to inspire growth. Without a forward-looking strategy, even firms with the most visionary leaders risk stagnation. The strategy is the blueprint that outlines how to leverage your firm’s strengths and resources, capture opportunities in the market, and navigate challenges. It is the manifestation of “where there’s a will, there’s a way.” But strategy can only be successful when coupled with disciplined execution. This is where many firms falter. They may have the “will” to grow but lack the “way” to get there due to unclear priorities, fragmented execution, or insufficient buy-in from key stakeholders. In short, a strong execution plan turns your strategic vision into a series of achievable steps. Teams need to understand how each project, decision, and process ties back to the bigger picture. Without this connection, even the most well-designed strategy can fail to ignite the necessary action. GROWTH AS THE BRIDGE BETWEEN “WILL” AND “WAY.” To truly live the concept of “vouloir, c’est pouvoir,” AEC firms must embrace a holistic growth mindset, understanding that growth is not a destination but an ongoing process. Growth, both internal and external, becomes the key to creating forward momentum. In today’s fast-paced AEC landscape, growth strategies need to focus on leveraging technology, embracing sustainability, and anticipating the evolving needs of clients and markets. It also means fostering a culture of innovation, where teams are empowered to explore new ideas and take calculated risks to move the firm forward. In short, growth isn’t just about revenue; it’s about increasing your firm’s capacity to lead, innovate, and adapt. A firm that bridges vision and execution through strategic growth planning creates a culture where “where there is a will, there is a way” isn’t just a motivational quote – it’s a lived reality. MOVING FORWARD: WHY THE TIME IS NOW. To recap, growth drives performance, shapes culture, retains the best talent, attracts more top performers, and fosters innovation. It’s also what your top talent deserves and desires. As leaders in the AEC industry, your role is to inspire, guide, and mobilize your teams to bridge the gap between vision and strategy. Without both, growth that is both sustainable and profitable remains out of reach. If you and your firm are ready to take the next step in building a growth-focused future, now is the time to act. By crafting and executing forward-looking growth strategies, you can redefine what’s possible and inspire those around you to join in on this journey. Contact me if you need support or a sounding board for strategic growth planning and execution. Ying Liu, MBA, LEED AP BD+C is director of Growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com.

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THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

OPINION

The journey’s end

When the time comes, the best thing you can do for yourself, your legacy, and your organization is to end the journey well.

O ne day it will all be over. The thought of some finality to your leadership journey could either be very comforting or perhaps a little unsettling. If you are fresh into your leadership journey, you may want to come back to this article in a few years and give it a read. But if you’ve been at this a while and are starting to realize that this thing is really headed somewhere, then we need to discuss the end of the journey.

Brandon Pinkerton, PE

It was frighteningly easy to start the business that would eventually consume the prime decades of my life. I remember that it cost us almost no money to get a couple of cell phones, print off some business cards, and obtain a tax ID number from the government. Many of you had a similar experience with your own start-up venture. We really didn’t have the bandwidth to think about anything more than the present moment and next week’s payroll. But our business was no more than two years old when we started getting our first offers to sell, followed up with the question, “What is your exit strategy?” It was initially easy for me to dismiss these kinds

of questions, as I had much more pressing concerns and an endless vision for the future of our burgeoning enterprise. However, with growth and maturity came perspective, and I began to realize that there really would be an end to the road ahead. As I ruminated on this idea it became very clear to me that navigating the end of the journey would be a much more difficult task than the start. Of course, there was always the option to close the doors and walk away, but I am talking about ending the journey with dignity and excellence. How will you know when the end is near? It’s a good question, probably one that most leaders wrestle

THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

with often along the journey. A lot of that answer depends on your goals, both professionally and personally. If you circle back to your leadership philosophy, you’ll find some great guidance in getting to the answer. Your reason for getting into leadership and pursuing the journey should line up well with your reasons for it to end. Nevertheless, there are a couple key road signs that a good leader should look out for as their journey progresses: leadership. Your leadership, wherever you may be, has a ceiling. One of my leadership bibles is John Maxwell’s 21 Irrefutable Laws of Leadership , a book that was a gift from my wife when I was first promoted to a management position early in my career. John Maxwell devotes an entire chapter in his book to the “Law of the Lid.” I refer to it often and I believe it to be leadership canon. When your leadership ability starts to hit its natural ceiling, your organization will start to show signs of weakness and distress. This is inevitable, because your organization is constantly growing, and with that growth, problems and issues are a natural occurrence. If your leadership is unprepared and unable to navigate these issues, then ■ You are no longer able or motivated to grow your “Pay attention to the road signs along the way. If you are wise, you can use these as a guide to set your organization on the right path to success beyond your years and leave a legacy of leadership that will continue long after you are gone.” you have two choices: you can grow your leadership or let the trainwreck pile up behind you. ■ You begin to lose influence in the organization. Leaders have followers and followers are attracted to strong leadership. If you put two potential leaders in front of people, they will naturally opt to follow the stronger and more capable leader. If another stronger and more capable leader emerges in your organization, it may be time to give the organization the gift of your humility and step aside for the greater good. I started my business with a partner who was nearly 13 years older than me. At the time, he possessed more wisdom and life experience than me, so it was a no brainer for him to become president. About seven years later our small two-man operation had grown into a multi-million-dollar

enterprise with 50 mouths to feed. I remember distinctly sitting across the table from my partner when he told me that he recognized that my influence and leadership had surpassed his own, and it was time for me to take the reins. It was also time for him to start the slow process of winding down. It was absolutely the right move, but it is only in reflection that I can understand the courage and humility it took to make that simple decision. It was a pivotal moment for both of us, and our organization benefited from the new life of a higher ceiling of leadership. ■ You no longer have the passion to keep going. After years and years, the pressures of leadership will take their toll. Have you ever gone back and looked at the photos of U.S. presidents before and after serving in office? It’s staggering the toll that the highest levels of leadership can levy on a person’s body and soul. You may still have a high ceiling and you may still carry a tremendous amount of influence, but the head cannot function in a place where the heart does not want to dwell. I’ve seen it happen to many leaders in my time. At first, I used to judge these people as perhaps weak or selfish, but as with most lessons in life I now respect those leaders who will listen to their hearts even when there are calls from the organization for them to continue to lead. Although I can’t capture every sign that points to the journey’s end, I hope you are starting to understand the inevitable nature of this road: one day it will end. Therefore, the best thing you can do for yourself, your legacy, and your organization is to end the journey well. Take five minutes and consider, “Am I approaching the end of my journey? Do I see a clear and obvious end to this leg of my journey, and am I willing to move on so that the organization can continue to grow and increase its influence in the world?” Endings are sometimes hard. In fact, until you really start to plan the exit, you have almost no idea what it’s going to take for you to end your journey. Let me encourage you to pay attention to the road signs along the way. If you are wise, you can use these as a guide to set your organization on the right path to success beyond your years and leave a legacy of leadership that will continue long after you are gone. Brandon Pinkerton, PE is the founder and CEO of HP Engineering. Contact him at bpinkerton@hpengineeringinc. com.

ZWEIG GROUP’S TRANSITION CONSULTING SERVICES Transitions in leadership, ownership, or strategy can make or break an AEC firm. Without careful planning and execution, these pivotal moments can lead to uncertainty, loss of direction, and even jeopardize your firm’s legacy. At Zweig Group, we guide AEC firms through transitions with confidence and clarity. Our Transition consulting services are designed to ensure that your firm navigates these critical periods smoothly. Don’t let transition be a stumbling block – let it be a stepping stone to your firm’s future. Click here to learn more!

THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

FROM THE FOUNDER

These four things are beyond essential if you are serious about building an enduring organization that will evolve over time. What it really takes to be successful

B y now, we have all heard the old adage, “Hire for attitude and train for skill.” Yet, let’s face it – that is easier said than done. For many of the jobs we have in our businesses we do need a specific set of skills and credentials that you just can’t train for. We can’t take someone who is a bookkeeper and turn them into a licensed mechanical engineer with extensive knowledge of healthcare buildings. Just isn’t going to happen.

Mark Zweig

That said, I do think we need to be pickier than we generally are when it comes to hiring. One big reason we are not pickier is we have so few job candidates to pick from. That impacts everything. Years ago, I dubbed the solution to this problem “supply side human resources management.” I still like this term. We need to greatly ramp up recruiting efforts (i.e., spend more money and time on it) so we do have choices. It’s money well spent! Having or not having these choices also greatly affects how we deal with our existing staff (meaning how tolerant we are of their bad behavior or performance). If we have no one to replace someone with, we will tend to let that person continue on as-is, which is terrible for morale and performance. But let’s assume for now that we do actually have multiple job candidates to pick from, all of whom

are technically qualified for the role we are trying to fill. What are the other qualities that are most likely to bring long-term success in our business that we should be looking for? After working with thousands of top people in our industry over the last 44 years, interviewing dozens of successful entrepreneurs on our podcasts, and having hundreds of guest speakers who are business owners and entrepreneurs in all industries as guest speakers in my entrepreneurship classes at The Walton College, certain common qualities have emerged. Here they are: 1. Work ethic. Does the person commit to putting in the hours it takes, whatever it takes, to get the job done? Did they work while in high school and college? How much? What do they tell

THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

BUSINESS NEWS KAI CELEBRATING 25 YEARS OF TRANSFORMING COMMUNITIES IN TEXAS KAI, one of the largest minority- owned and -led AEC firms in the country, is thrilled to celebrate 25 years of delivering exceptional design and build services across the Dallas-Fort Worth Metroplex and surrounding Texas communities. KAI was founded in 1980 in St. Louis and has operated an office in Dallas since 1999. The company expanded with the acquisition of Fratto Engineering, Inc. in 2019, and in 2021, KAI’s Texas staff consolidated into one location at 5010 Riverside Drive in Las Colinas. Today, KAI’s DFW office is growing rapidly with over 70 employees. Its diverse design and construction services, as well as a local footprint, allow KAI to offer superior service to its North Texas partners in aviation and transportation, education, healthcare, community, government and more. KAI was named AIA Dallas’ Firm of the Year in 2021, a testament to the firm’s strong work and dedication to the area. The firm’s strategic growth is focused squarely on transforming communities, and they do this by seeking the most complex, culturally conscious and politically sensitive projects that will make lasting differences in the lives they touch.

“Rebuilding communities that give children a safe place to live, learn and play, providing job opportunities for minorities and building housing for low- income residents is at the heart of KAI’s success story in DFW,” said KAI CEO Michael B. Kennedy. “We’re thrilled to be at the forefront of several transformative projects in North Texas as we continue to grow our presence and operations. At KAI, we’re dedicated to enhancing communities, and we’re proud to be part of initiatives in the DFW area that make a difference for the past 25 years.” A few noteable KAI projects in Texas include:

In addition, KAI is excited to be involved in the forthcoming National Juneteenth Museum in Fort Worth, Texas, and the Dallas Police Academy on the University of North Texas Dallas campus. KAI employs a diverse company-wide team of over 170 architects, engineers, interior designers, builders and support staff at its headquarters in St. Louis and offices in DFW; Kansas City, Kansas; and Atlanta, Georgia, with additional project offices throughout the U.S. The firm specializes in residential, commercial, K-12, higher education, healthcare, science and technology, aviation, mobility, sports and entertainment, government, water and community- focused projects. An expert of urban master planning and design, over 60 percent of KAI’s projects are centered in what most would consider “project neighborhoods.” “Our mission every day is to improve the lives of community residents during and after our projects. This passion drives everything we do, no matter the size or scope of our role,” said KAI President Darren L. James, FAIA, NOMA, NCARB. “Working together with community partners, we have realized that mission for the past 25 years, and we are grateful to continue serving the community and pursuing our goal to positively transform communities for many more years to come.”

Aquatic and Recreation Center at McCowan Park (DeSoto) Multi-Phase Renovation and Expansion of Kay Bailey Hutchison Convention Center Dallas (Dallas) DFW Airport Program Management (Central Terminal Area and Terminal F) Dallas College Cedar Valley Campus Student Engagement Center (Lancaster)

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South Oak Cliff High School Renovation (Dallas)

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H.S. Thompson Elementary School (Dallas)

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you about their attitudes toward work/life balance. We need hours and we need commitment. All of the most successful people I know in this and other businesses are hard workers. They don’t seek to minimize it. They love it. And they don’t need tight job descriptions, either. They do whatever is needed to be done at the time. 2. Nice. Is this person nice? Do they have good manners? Do they show interest in other people versus just talk about themselves? What kind of impression do they create? Do people who meet them instantly like them or not? Do they have a lot of friends? It’s a big deal. A lot of success will be based on how other people feel about you. Being nice goes a long way. And part of that “nice” is being calm under fire, too. No one enjoys being around people who are stressed out and overly emotional. 3. Humility. Does this person want to claim credit for themselves or do they give credit to their team? Have they demonstrated their ability to work on a team in sports, school, or their work? This is another quality that is going to lead to success in an environment where little of what

we do is an individual effort. It also helps other people to like you. 4. Communication skills. Does the person look at you when they speak? Are they a clear verbal communicator and writer who avoids cliches and buzzwords and terms normal people wouldn’t understand? Do they use the language properly? All of this is super critical and very difficult to train in adults. Like it or not we are all judged superficially for our communication abilities. These four things are beyond essential if we are serious about building an enduring organization that will evolve over time and outlast any of us as individuals. Commit the resources it takes to radically expand your candidate pool and then look for these qualities in every hire at every level. You will be rewarded with higher performance and fewer people problems if you do! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

OPINION

Three key moments

I n my experience, the difference between an amateur salesperson and a professional is their ability to nail the key moments in every sales meeting. Unfortunately, most salespeople are messy and push too hard, which results in bad sales meetings and, more importantly, no sale. By controlling three key moments in every sales meeting, you can launch yourself from amateur to professional and close more work.

The good news is it’s possible to sell work even when running bad sales meetings because the construction industry is so behind when it comes to professional sales skills. The great news is that by controlling three key moments in every one of your sales meetings, you can launch yourself from amateur to professional and close even more work. Which, if you don’t know already, will make you more valuable to your company and put more money in your pocket. If you want those kinds of results, then don’t worry, it’s easy. Let’s talk about how you can do it. MINDSET. Before talking about nailing your sales meetings, I want one thing to be clear: probably the greatest difference between an amateur salesperson and a professional is that professionals never sell. Instead, they listen and make recommendations based

on what they’ve heard. As a result, they are hardly ever pushy. If they are, it’s because they are so confident in their recommendation that they truly believe their client needs to take action. So, as a starting point, you must adopt the mindset of a great salesperson:

Matt Verderamo, MS

Genuinely listen.

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Genuinely try to help.

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■ Genuinely think whether you are the best service provider. Start here, and the rest gets easier. Now, here are the three key moments you need to nail in every sales meeting:

THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

1. The introduction (setting clear expectations for the

Bidding the next project that is in your sweet spot. And many more. The point is, instead of selling your services regardless, you are actually listening and then recommending the appropriate next step based on what you’ve learned throughout the meeting. This transforms you from a salesperson into a consultant. And, as I said earlier, consultants make genuine recommendations where salespeople push their product no matter what. So, don’t spend the whole time talking – aka selling. Instead, listen, ask questions, and then nail your recommendation. If you do, you will set yourself up perfectly for moment No. 3. 3. The resolution (scheduling next steps). If the recommendation is the climax of your sales meeting, then moment No. 3 is the resolution. It’s after the dust has settled and the recommendation has been made. At this point, the prospect should know exactly the right next step to take together – based on your recommendation – and now you just need to lock in that next step. So, before the meeting ends, make sure you are taking two minutes to schedule the next steps. If your recommendation is a meeting with decision makers, schedule that meeting right then and there. If your recommendation is a design-assist proposal, schedule a proposal review right there. If your recommendation is to get to know each other, schedule the happy hour right there. Get your calendar out, pick a date, ask if the prospect is available, and get it scheduled right there! Why is this so important? Because getting sales meetings is hard. And getting people to respond to emails is hard. So, every time you are leaving a meeting saying, “Let’s shoot back and forth some emails after this to find a time for our next steps,” you are reducing your chances of actually getting those next steps! Amateurs do that, and sometimes it works out, but professionals always schedule their next steps then and there to remove any doubt, and increase their chances of closing the deal. FINAL ADVICE: GET TONS OF MEETINGS. It may go without saying, but in my experience you can never say it enough: the easiest way to be confident and nail sales meetings is to have a ton of them on your calendar. This gives you a ton of practice at nailing the three moments above. Without practice, you’ll struggle every time. It’s a lot easier to be confident when you have tons of meetings – and therefore tons of sales opportunities. It also empowers you to stop feeling so pressured to sell every deal and start feeling confident in a good “no.” It’s an absolute gamechanger. Matt Verderamo, MS is a consultant at Well Built Construction Consulting. Connect with him on LinkedIn.

meeting). The start of the meeting may be the most critical part, and you can control the rest of the meeting if you start the meeting right. Amateur salespeople jump right into the meeting and start talking about themselves. Professionals know that nailing the introduction comes down to setting clear expectations for the meeting. The most important expectations to set are: Your agenda. The prospect’s agenda.

The role you will play in the meeting. The potential outcomes of the meeting. Basically, this should sound something like:

“Well, I’m very excited to meet. If I understand this right, the purpose of today is for us to get to know each other and see if there is a fit for us to work together.” (Your agenda.) “With that said, is that what you were expecting too? Do you have anything else to add to the agenda that you are expecting to cover today?” (Their agenda.) [Wait for their reply] “Great! We can cover that too. I know I have a bunch of questions I will be asking, but I’ll be happy to answer any questions you have along the way too.” (Your role.) “And with all that said, I’m figuring at the end of the meeting – based on how it goes – we’ll be talking about whether it makes sense to pursue projects together in the future. Does that sound right to you too?” (Potential outcomes.) And that’s it! You’re just trying to start the meeting off on the right foot and make sure both sides are clear on where you’re headed. If you do this step alone, you’ll be shocked at how the quality of your sales meetings increases. 2. The climax (making a recommendation). Now, as crazy as it may seem, you should spend the majority of the meeting listening and asking questions. A good rule of thumb you’ll see in a lot of books about sales is to listen 70 percent of the time and talk the remaining 30 percent. This means you are asking tons of questions, gathering tons of data, and resisting the temptation to talk about how great your company is the whole time. If you do this for the meeting, then it sets you up perfectly to nail key moment No. 2, which is when you take all that data you’ve collected and you make a recommendation. Typical recommendations may include: Pursuing work together. Setting up another meeting with more decision- makers. Passing on opportunities to work together because there is not a fit. Providing design-assist services on their next project to prove your capabilities.

THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

OPINION

Managing scope creep

A s many of us know, scope creep occurs when project requirements grow beyond the scope of work that was agreed upon initially. Scope creep eats away at a project’s profit margin, but also can lead to delays and lower project quality. Implementing these best practices will help your team get paid for their work and keep your project within budget and on schedule.

Some of the common causes of rework and scope creep include:

change order request. Project managers also may be trying to keep the client happy or may be attempting to avoid any conflict. Here’s a guide to help effectively manage scope creep at your firm: 1. Clearly design your project scope of work. The proposal/contract needs to explicitly lay out your scope of work as well as any design items that are excluded. Without enough detail in the proposal, there is not enough evidence to explain that the new scope was not already included in the original contract. 2. Communicate with the client. Ensure the client understands that change happens often and ask how they will handle changes in scope, requirements, deliverables, schedules, unforeseen field conditions, or staff. Agree how to handle changes that will require additional

Stephen Dominguez, P.E., S.E.

A project designers’ desire for perfection

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■ Review comments from the city or manager beyond what was expected

Value engineering after schematic design

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Changes in the clients’ needs or desires

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■ Design errors and omissions These all result in unplanned and uncompensated work, possibly sending the project behind schedule and over budget. Many firms do not collect the money for their additional work because they either fail to ask for a change order, ask too late (after the work is performed), or have poor documentation to back up a

THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

fees. Ask the client to set up a project change contingency account in their budget. Keep the client informed on project progress, potential issues, and all changes. 3. Establish a system for tracking all changes. Keep track of all changes to the project scope: when the change was initiated, by whom, and the associated cost and time impacts. Have a project change log and keep meeting minutes when a client requests a change. Sometimes the cost may be listed as $0, but the client should still see that a change occurred. 4. Send project milestones to the client. Design development drawings and progress construction drawings should be reviewed by the client. It is easier to track changes once they have had a chance to comment on a previous set of drawings. 5. Send change orders to the client. Have an easy change order form that addresses the cost impact, time impact, and description of the changes. Regardless of your contract type and if you are on budget or not, you should still request compensation for your scope changes. 6. Avoid too many meetings. There is a difference between good client communication and wasting time by having an abundance of meetings. If you continually work with a client who wants to have too many meetings, or the

meetings last for more than an hour at a time, it may be worth adding an agreed upon number of meetings into your contract. 7. Educate your employees. Make sure that your project team understands the importance of scope management and is familiar with your firm’s change management process. Train your team members to recognize the signs of scope creep and know how to handle changes appropriately. The team members also need to know what is in the original scope to avoid performing services that were not in the proposal. Managing scope creep effectively is critical to the success of projects. When managed properly, there is a silver lining of scope creep. Changes to the scope of work have the potential for more revenue and sales without needing to rewrite contract terms and conditions that were already agreed upon. There are no additional marketing costs, and no competition when sending a design change order. Implementing these best practices will help your team get paid for their work and keep your project within budget and on schedule. Stephen Dominguez, P.E., S.E. is principal-in-charge of structural engineering at WT Group. Connect with him on LinkedIn.

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THE ZWEIG LETTER NOVEMBER 4, 2024, ISSUE 1560

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