In the fast-paced world of architecture and design, each project represents an opportunity for creativity, innovation, and growth. However, not all projects are equally beneficial, and deciding which ones to pursue demands thoughtful consideration. This decision point is where the Go/No-Go process comes into play—a dynamic approach that assists firms in navigating the complex terrain of client and project selection.

Why It Matters Beyond Direct Responsibilities:  

Even if it is not directly within your daily responsibilities, understanding the Go/No-Go process is crucial for administrators, HR professionals, and office managers. It impacts overall company strategy, resource allocation, and team dynamics, influencing everything from workload distribution to client relationships and financial health.

Key Factors in the Go/No-Go Process:

• Profit Potential: Assess the project's profitability in terms of time, resources, and labor investment.
• Past Client Experiences: Reflect on previous interactions with the client to gauge reliability and ease of collaboration.
• Future Collaboration Opportunities: Evaluate the potential for ongoing partnerships with the client beyond the current project.
• Efficiency of Collaboration: Consider how smoothly the project  will proceed based on past experiences.
• Staff Capacity: Evaluate current workload and staff capacity to determine feasibility.
• Competitive Landscape: Analyze market competition and your firm's competitive positioning.

Why the Go/No-Go Process is Essential:

• Only 45% of A/E firms have a formal Go/No-Go process, and even fewer use it strategically (26%).
• Strategic use can significantly impact profitability (average of 18.7% for A/E firms) by optimizing resource allocation.
• It minimizes risk exposure, enhances team alignment, and ensures efficient resource utilization.

Considerations Beyond Direct Project Management:

Marketing costs can account for up to 12% of net revenue, underscoring the importance of strategic decision-making.

The process ensures informed decisions, mitigates financial risks, and maximizes return on investment.

Factors Influencing Go/No-Go Decisions:

Key considerations include regulatory compliance, technological readiness, contract terms, and client engagement levels. These factors collectively contribute to successful project outcomes and client satisfaction. According to the 45th Annual Deltek Clarity survey, A|E companies rank factors influencing proposal submission as follows:

Questions to Consider:

• Do we have design experience with the project type?
• Is the company experience in the project delivery method, e.g., Design-Bid-Build, CM at Risk, or Design-Build
• Are we well-versed in relevant regulations and technologies?
• Does the contract align with company policies regarding indemnity and liability?
• Can the company meet the insurance requirements?
• Are we comfortable with the fee type, such as time and materials, time and materials to a max, fixed fee, or by unit, and the scope of work? 
• Does the current percentage of client profitability warrant pursuing the project?
• Is there sufficient client engagement to proceed with proposal preparation effectively?
• Does the contract allow progress billing, or will large labor expenditures be made before payment?

Understanding and applying the Go/No-Go process strategically not only enhances project success rates but also supports broader organizational goals. By aligning decision-making with company strategy and resource capabilities, administrators, HR professionals, and office managers play a vital role in driving sustainable growth and operational excellence within architectural and design firms.

Want to learn more? Here are some resources:

SDA Program Recording: The Go/No-Go Process: Promoting Effective Marketing & Risk Management

SDA Forms & Templates: Marketing

LinkedIn Article: Five Basic Rules for Better Go/No GO Decisions in A|E|C Marketing 

45th Annual Deltek Clarity Architecture and Engineering Industry Study

April 24 is National Administrative Professionals Day. And this year, we’re taking a different approach. At SDA, we’re celebrating how business professionals in the A|E industry with roles in marketing, finance, human resources, project management, and operations keep the firm in business. Instead of spotlighting individual achievements, we’re diving into the collective essence of our firms, celebrating the interconnectedness of diverse business functions that underpin design endeavors. Much like the celebrated Architecture and Engineering Weeks, let’s delve deeper all week into the intricate business ecosystem of our firms. Today's focus is Project Management.

Effective project management is the linchpin for success in the dynamic world of Architecture, Engineering, and Construction (A|E|C) projects. Three factors are pivotal in ensuring the firm completes projects on time, within budget, and to the highest quality standards.

• Schedules

• Resource allocation

• Documentation and Reporting

Even before starting the project, the project team needs to set the project up with the most favorable contract terms, including insurance terms, billing and progress payment schedules, change orders, contingencies, and the overall risk management structure. The Project Management Assistant’s knowledge of contract administration aids the team in starting off with the best possible terms.

Establishing schedules, allocating resources, and project budgeting lie at the core of project management. However, once accomplished, the day-to-day administration of those tasks is not the PM’s first choice in priorities. Here is where PMAs excel. Once the PM develops the detailed project timelines and milestones, PMAs manage the daily tasks, time-keeping, meeting management, and reporting, ensuring that every aspect of the project progresses smoothly and efficiently for the PM. And the PMA turns all of that information into billable dollars, preparing and sending client invoices.

Resource scheduling is another critical aspect of project management, ensuring that the right resources are allocated to the right tasks at the right time and billed to the correct project and phase. By optimizing resource utilization software and minimizing downtime, PMAs maximize efficiency and productivity, driving the project toward its ultimate goals with precision and effectiveness. Overseeing the team’s time and expense management through software, documentation, and organization, the PMA maximizes timely billing and profitability.

Comprehensive documentation is equally essential in project management. From meeting minutes to change orders, PMAs work with project managers to meticulously record every aspect of the project’s progression, providing a clear and transparent record of decisions, actions, and outcomes. This documentation is a valuable reference for the project team and provides a crucial line of defense for disputes or claims.

In our organization, we understand the importance of equipping PMAs with the tools and resources they need to excel in their roles. In 2023, SDA conducted an 8-hour project management workshop facilitated by project, financial, and risk management experts and provided a PM toolkit for future reference. Our SDA website offers a wealth of resources, with e-books, examples, and checklists, including the perfect liability clause and the use of Betterment as a defense in Errors and Omissions (E+O) negotiations to reduce pay-outs. These resources provide valuable insights and strategies to help PMAs administer daily tasks, permitting project managers to navigate complex challenges and mitigate risks effectively. Project Management is one of the six keystones of our Certificate in Design Firm Administration.

By embracing best practices in scheduling, resource allocation, and documentation, PMAs empower their teams to deliver exceptional results and achieve excellence in every endeavor.

For more information, check out these resources:

SDA Recorded Webinars

Pontifications on Creating & Maintaining Protective Project Files – Mike Murtaugh

Watch Out for that Project/Project Risk Analysis – Brian Baumgardner/Patty Huntley

SDA Innovation in Education Resources

Betterment Defense in Construction Law 

Contract Administration: The Perfect Indemnification Paragraph

We've been busy interviewing some of our members who have recently accomplished their CDFA designation by passing the Certified Design Firm Administrator exam. This week we'll hear from Blair Valdiviseo, CDFA, Operations Manager with VIA design architects, pc in Norfolk, VA.

What motivated you to earn your CDFA certification?

I was motivated to earn my CDFA certification because I want to be more validated and respected in the industry and by my peers. I wanted to challenge myself as well!

Did you have any concerns, or fears, about taking the exam?

I hold “bad-test-taker” against myself, so I knew I had to prepare well in order to perform well on the CDFA exam.

What study tools did you find most useful?

CDFA-yoU, practice questions, and printing out the materials. I printed out all of the category-specific sections into one bound document. I broke up each section and only focused on one at a time. I took the practice questions multiple times and continued to check my progress by how many I answered correctly per section. I tried my best to corelate exam materials to real-life-experiences in my role.

Did you learn anything new, or surprising, while preparing for the exam?

Yes! The IT section was very interesting, because I am assisting with a lot of IT focused goals right now. I felt I learned the most from that section. The Project Management section was also interesting, and I feel that I can share that new knowledge with my peers at work to help the improve their own processes and tactics.

What section of the exam was the most difficult for you?

I did the most poorly on the Marketing section, but that is the least of my day-to-day responsibility, so it makes sense that I had the least amount of practical experience to relate to the material.

What role, if any, has your CDFA played in advancing your professional or personal development, growth, network or career?

So far, the designation has really only bolstered me at my firm, but I am excited to get more involved with my local SDA chapter and continue learning from others and building my network.

Was your employer supportive of your CDFA goals and accomplishment?

Yes! A social media post regarding my accomplishment, internal announcement, and I received a bonus for my achievement.

What is your top tip to someone considering the pursuit of a CDFA designation?

Prepare well by really getting an understanding of the materials included, relate as much as you can to rea-world experiences, and do the practice questions A LOT!

What has obtaining your CDFA meant to you?

Earning the credential, and also only missing 10 questions on the exam, has shown me that even in a busy, fast-paced phase of life, I can focus on something and put the effort and dedication into it that will result in POSITIVE experiences and results in the end. If you put your mind to it…it can happen.