IFMA-AUSTIN NEWSLETTER
May 2005
By Mary Duke

APRIL 2005 MEETING HIGHLIGHTS

The meeting began on a somber note with Chuck Coffman of Move Solutions introducing a fund raiser for his close friend and colleague Beau Busby. Chuck is helping establish the Busby Foundation, and indicated he was selling ALS wristbands for $5 each. Charles Carpenter indicated that IFMA-Austin would donate $1,000.

By now, you should have received an e-mail ballot for the upcoming Board election. Each member is encouraged to vote. Write-in candidates are accepted and you will also have one last chance to vote at the upcoming luncheon on Thursday, May 12.

GUESTS

IFMA-Austin welcomes Les Reddin, Round Rock ISD

Guests include: 
     · Cathy Barclay with OM Workplace
     · Becci Mears (currently looking for a job!!!!)

APRIL 14 MEETING

Robin Connolly introduced Kurt Neubek, CFM, FAIA, LEED with PSP Architects. He gave us tips for Project Success. Highlights of the lecture included:

Things to look out for - fundamental and universal keys that apply to endeavors of all kinds.

· State your business

Most meetings jump and ramble, there are different agendas and misunderstandings. Make sure you state the purpose of the meeting, set a clear agenda, expectations and goals.

· Facilitate, summarize, obtain feedback

Discussions can linger without any agreements being made. Basically, you are spinning your wheels and rehashing issues over and over again. Establish a referee or neutral party to identify and summarize key ideas.

· Set action items

Good ideas can die on the vine due to lack of commitment and follow-through. Brainstorm to generate ideas and assign action items to bring to the next meeting.

· Show me the money

You have good ideas, but don't pan out. Implement your planning process by identifying your key resources for each task.

· Whose money is it?

There are many cooks in the kitchen. Make sure you find out whom the true decision-maker is. This will save time, money and wasted effort.

· Little Bo Peep

You can have commitment, but no completion. Good intentions become low priority because of lack of coordination, follow-up and control. Always assign a coordinator to follow-up on assignments.

· Friends in high places

Project Managers are in place, commitments kept, but your project languishes or never gets off the launch pad due to political hurdles. Assign and influential champion for your project to insure it succeeds.

· Do you measure up?

Activities without accomplishments indicate that something isn't working. There is dissention and wasted money. Goals are missed and your project lacks clarity. Track your activities and progress. Develop strategies, forums and make achievable goals. Use the right measurement tools and don't be ambiguous about your goals - be specific.

· Be careful what you wish for . . .

Your measurable goals don't work; you tried but wasted time on reports. Establish risks and ask questions. If you are stagnant, get help.

· What are you trying to accomplish? 

 You are arguing, teams are divided. There is lack of buy-in for the set goals. For effective communication, place your presentation in the context of the overall vision or mission.

· Apples and oranges

You agree on goals but are still divided. There are misunder-standings. Always provide examples and provide several options so decision-makers can make an educated decision.

· Stop scope creep

The project runs too long and/or is over budget due to vague scope or poor budgeting. Track your timelines and money.

· What is the bottom line?

Frustration - management will not buy in because they do not understand. There is lack of communication and compelling arguments. Insure management understands the return on their investment.

· Decision defies logic

Your presentation is denied. Ask the decision-makers what the real selection criteria are.

· What was your problem?

The project did not work - you provided a band-aid fix.

Insure your proposal solves the root problem by carefully analyzing and diagnosis what is needed.