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We do not include technical charts or illustrations, as they are reserved for our seminars, books, online courses and advising. We welcome your comments and questions via email.
Sam,
Thank you for your gift of a book and kind note. These are both treasures.
I have thought about your question concerning what to do with the book that demanded a large investment on your part.
Here is a partial answer, I will think about this over the next month and drop you a note or two.
Books, as you know, are slow movers unless you are Oprah. This is good and bad. Good – a steady flow of interests over years as people discover yours. Bad – not the immediate recognition it deserves.
So, the fun part of this is the creation of marketing support and selling it. You have time to do both. Here are some things we do:
• Weblog – I continue to write sparingly on it but, it keeps the rankings up and does generate some engagement with people in the industry
• Newsletter – some of this is work but, it is not if you like to write. Each time it publishes, there is some feedback from your readers.
• Commercial website with a shopping cart – this helps establish presence and sell books.
• IPhone – have the Square credit card commerce service – if I meet someone and happen to mention construction. We find our way to talking about my books. I might sell one and take their credit card right then and there – $2.75 per swipe charge. I can be a sales person at times and it is fun.
• Electronically convert it – it is a lower margin but, higher / more widespread (worldwide) distribution. Both of mine are. The third which will be based on PhD research is my “opus”. It is a construction business system that is along the lines of “Good to Great”. It will be real charge to perfect it and publish it. I am “amped” (Late 2013)
Your publisher can help in several ways to market – most don’t since the ROI in book publishing is single digits – so many are just printers with a rolodex of contacts to send samples to – then they play catch with any orders that may result – (they don’t sell or market). That leaves you to the be the chief believer – salesperson and marketer – of the book.
What comes to mind for you – this is my sense – that you could have a lot of fun visiting book clubs, libraries, associations and bookstores across the U.S. (maybe elsewhere). As long as somebody buys a required number, you tell them you will show up. Jet Blue / SW Airlines / Hotwire / a hybrid car etc. make travel cheap and string a few close cities together and you may make a profit. Throw in a 2 hour breakfast meeting at Association Y and then a strategic planning session / future trends speech and you have made a couple of dollars.
University students need to hear about managing labor, field experience, negotiation skills among other expertise you have. Many of them will thank you at the end of the course. They will realize the wisdom and that you cared to tell them about “reality”.
Not glamorous but, this is the life we choose as authors, writers, advisors and educators.
As far as your statement about your last book, I don’t know if you are accurate. Never ask a NFL player his future plans after the Super Bowl or an author after his / her last book. A person’s perspective is sensitive to time and in the football player’s case, one that reflects his tired / hurt body after an 8 month season.
I know of no one who ever stopped writing. They write something until their “cold, dead fingers” are removed from pen / laptop.
To me, being significant is most important in this professional life. It is not shared by everyone but, then again I am a believer in what I believe.
More later.
Matt
In partnership with Stevens Construction Institute, the University of Florida’s Center for Advanced Construction Information Modeling (CACIM) has developed a research questionnaire to assess the maturity and quality of BIM implementation within the Architecture, Engineering, Construction and Operations (AECO) industry. Below is a link to a brief survey of 21 questions hosted on Zoomerang which is divided into three parts:
Part I: Demographics
Part II: Organizational BIM Maturity
Part III: Project-Wide BIM Maturity
All responses will remain confidential and the results will be used for research purposes only. To express our gratitude for your generous participation, you will receive a short summary of the study and its findings via email on March 15, 2012. Thank you for your time and participation. We appreciate your support and look forward to sharing the anonymous results with you!
Survey Link: http://www.zoomerang.com/Survey/WEB22E6WJQ72UV
Please click on this link for details
Matt Stevens will be speaking Before the Rice Global Engineering and Construction Group At Rice University on December 9, 2011
Composition of the Round Table may be found at http://www.contractorsblog.com/wp-content/uploads/2011/09/Rice-Global-EC-Forume-Membership.ppt
The membership represents a very large cross section of major E&C companies and their suppliers. Full information about the organization is available at:
http://www.forum.rice.edu/
Information about previous roundtables (including presentations) is available at:
http://www.forum.rice.edu/past-events/past-roudtables/
My research is not based on Lean. It was an attractive area but, I decided that the business of specialty contracting is where a real need exists. The literature review bears this out. My two books indicate my passion for this. My thesis is not a surprise to people who know me.
Toyota’s 4 Ps of Lean hierarchical lists processes as the second need after philosophy and before partnership and problem solving. We believe that this is an important area of research whether the focus is Quality, Lean or Six Sigma.
The database of 155 practices and the correlation to financial result – RoNW – we are building is for others to perform follow-on research in the coming years. We hope it will be something akin to Dr. Halpin’s CYCLONE data and software.
We will be using highly sophisticated software packages that are common to the Rinker School at the University of Florida for our statistical tests. My firm is sponsoring the cost of the work.
When the results are released to the industry in a few years, we hope that processes that are common to high performing firms against U.S peer RoNW averages (and not common to low performing firms) would be used by Lean practitioner’s to further help the construction industry. As you know, statistically correlated processes from practicing contractors can only add to the knowledge of specialty construction.
As a contrast, the definitions of words vary from person to person and can cause confusion. Fact based research helps clarify.
Hope all continues to go very well.
Matt Stevens
A recent study commissioned by the National Society of Professional Engineers concludes that about half of construction projects today are behind schedule. I was interviewed about this research and agreed with its finding. As a result of this study, there is some finger pointing. However, it seems everyone holds a piece of the fault.
Little is gained from recriminations since everyone wants the same thing: an on-time, on-budget, excellent-quality project constructed safely. Additionally, each stakeholder in construction wants to do a great job personally, and thus be rewarded with more work at a higher margin in the future. So there is a great chance we can get a better result – the majority of projects on schedule – with a little focus.
Volume does not equal profits in our business. Simply put, keeping overall costs lower than revenue does. This is a function of selecting the right work and being efficient as an organization in executing that work. All construction contractors have less of a volume problem than a “right size” problem. Getting an organization to the right size in which it can handle field and office work efficiently is many times a strategic question to be answered by senior management.
Company wide resource forecasting done well and you may find out that you didn’t need as many resources as you once thought. This is good news for anyone looking to make a shorter trip between gross profit and net profit before tax.
Read more in our recent books published by McGraw Hill, The Practical Construction MBA (2011, 458 pages) and Managing a Construction Firm on Just 24 Hours a Day for more information – go to: http://stevensci.com/Merchant2/merchant.mvc?Screen=CTGY&Store_Code=SCII&Category_Code=PCMBABook
Children of contractors can be a joy and a disappointment. All family situations become complicated with the addition of history. I have no advice other than observations. Some children shouldn’t work for their parent. The accountability is uneven when compared to other employees (too harsh or not at all). Also, the perception of others is unfair. The child works for the company due to the owner. Each of these is destructive to the child or parent (or both). Be fair to the child and let the employment relationship be their idea. Some families have some very clear processes for employment of the contractor’s family member such as a definitive number of years that they have to work for another company or time required in the field building work.
Read more in our recent books published by McGraw Hill, The Practical Construction MBA (2011, 458 pages) and Managing a Construction Firm on Just 24 Hours a Day for more information – go to: http://stevensci.com/Merchant2/merchant.mvc?Screen=CTGY&Store_Code=SCII&Category_Code=PCMBABook
All new management hires will cause some miscommunication, missteps and expensive rework. Have someone take more time than unusual inspecting his / her work. This will minimize mistakes. The above is one more reason to hire slowly and carefully. New employees are expensive.
This is one more reason for incremental growth of construction firms.
Read more in our recent books published by McGraw Hill, The Practical Construction MBA (2011, 458 pages) and Managing a Construction Firm on Just 24 Hours a Day for more information – go to: http://stevensci.com/Merchant2/merchant.mvc?Screen=CTGY&Store_Code=SCII&Category_Code=PCMBABook
Regardless of the economy, construction contracting organizations must forecast the utilization of rare resources such as qualified labor, equipment, cash and management talent. There is little room in our profits to have overutilization (overtime, “redline management,” etc.) or underutilization (unproductive assets, higher overall cost per unit installed, etc.). Both are expensive in mistakes or unapplied cost. This activity is important not only when the economy is heated, it is crucial when times are slow. Keeping our critical resources level with client and project demand makes for a more efficient organization and competitive cost structure.
Read more in our recent books published by McGraw Hill, The Practical Construction MBA (2011, 458 pages) and Managing a Construction Firm on Just 24 Hours a Day for more information – go to: http://stevensci.com/Merchant2/merchant.mvc?Screen=CTGY&Store_Code=SCII&Category_Code=PCMBABook