text: 2013 The Journal of Professional CM/PM Practice FALL VOLUME II, NO. 3 Lance and Ellen Shaner Cancer Pavilion Mount Nittany Medical Center MWH Constructors is leading the way in alternative delivery of complex wet infrastructure projects that include large pipelines and underground tunnels. We cut through the chaos and complexity to build and rehabilitate all types of wet infrastructure. STRATEGIC SERVICES: ConSTRuCTIon MAnAGER-AT-RISk PRoGRESSIVE DESIGn-BuIlD ConSTRuCTIon MAnAGEMEnT BREAK.Through mwhglobal.com TABLE OF CONTENTS 10 A PRACTICAL TOOL TO PRESERVE YOUR "KNOWLEDGE INVENTORY" Traditional HR focuses on replacing individuals who retire, and often doesn't consider how an organization can capture and retain the wealth of experiential knowledge those retirees may take with them when they leave. The Construction Industry Institute offers a roadmap for addressing this need. 16 COLLABORATIVE GOVERNANCE How can a complex project succeed when it has multiple sponsors and numerous stakeholders with significant authority. What kind of project governance structure can foster collaboration, promote trust and support timely, effective decision-making? WHEN TECHNOLOGY IS A BARRIER TO COLLABORATION In a growing trend, owners are taking control of their information, and making a compelling case for CMs/PMs to rethink how they can help their clients. Program managers can lend a wealth of expertise that can be transferred to an entire program. ON THE COVER: MOUNT NITTANY MEDICAL CENTER LANCE AND ELLEN SHANER CANCER PAVILION. CM AND PHOTOS BY ALEXANDER BUILDING CONSTRUCTION COMPANY. 5 FROM THE CHAIR 7 FROM THE CHAIR-ELECT 8 MARKET VALUE 20 TOOLS OF THE TRADE 26 FINAL WALKTHRU IN THIS ISSUE OF MARKET VALUE: CMs HELP PROJECTS SUCCEED A new study finds that professional construction managers are outstanding leaders of successful projects that feature more effective communications, fewer crises and fewer "surprises" for the owner. Advisor Fall 2013 DEPARTMENTS 3 22 TABLE OF CONTENTS CONTRIBUTORS Chairman of the Board Mike Potter, PE, CCM President and Chief Executive Officer Bruce D'Agostino, CAE, FCMAA Editor John McKeon Associate Editor Kenzie Mahla Design and Marketing TGD Communications, Inc. JOHN R. MCQUARY John R. McQuary is Vice President, Knowledge Management and Technology Strategies at Fluor Corporation and chaired the Construction Industry Institute's Research Team 292, "Transferring Experiential Knowledge from the Near-Retirement Generation to the Next Generation." At Fluor, he has led the company's Knowledge Management program from initial concept to its current recognition as an industry leader. Advertising Sales Mark Gedris CMAA Vice President, Marketing email@example.com BRIAN J. MCCARTHY CMAA is a construction industry association of 11,000-plus firms and professionals who provide management services to owners who are planning, designing, and constructing capital facilities and infrastructure projects. The Mission of CMAA is to promote the profession of Construction Management and the use of qualified Construction Managers on all capital projects and programs. Advisor, published bi‑monthly by CMAA, reports on and follows the industry as a service to its members. Submission of articles, ideas, and suggestions is appreciated and encouraged. 4 Advisor Fall 2013 7926 Jones Branch Drive, Suite 800 McLean, Virginia 22102-3303 USA Phone: 703.356.2622 Fax: 703.356.6388 Email: email@example.com Web: www.cmaanet.org CMAA ©Copyright 2013, ISSN 1084-75327 Reproduction or redistribution in any form is forbidden without written permission of the publisher. CMAA members receive this newsletter as a member benefit. For advertising information, contact Mark Gedris at CMAA, firstname.lastname@example.com. Brian J. McCarthy is an Associate and Program Manager at CDM Smith, working with clients on large capital infrastructure programs, and leads the firm's program controls practice and program management training. He has over 25 years of experience in managing environmental and infrastructure projects and programs. SERGIO ARANDA Sergio Aranda is Partner Manager for e-Builder, Inc., a provider of cloud-based construction program management software. In this role Sergio serves as liaison between the top engineering/Construction Management firms and owners in the infrastructure, water/wastewater, higher education, and healthcare industries. KEVIN MCKENNA Kevin McKenna is a Senior VP and Partner managing Clayco's Chicago office. His experience ranges from Project Engineer to Project Director on various projects. Kevin is involved at a Project Partner level in the project from beginning to end. TABLE OF CONTENTS FROM THE CHAIR CMAA TRANSFORMED What an exciting time to be a part of CMAA! Our Association is being transformed before our eyes. I am convinced that we will look back on this day and ask "Remember when…?" Remember when CMAA joined ABET? Remember when the Construction Industry Institute endorsed the CCM? The energy at the chapter level is palpable. I sense the 'buzz' as I interact with chapter leaders at CMAA's conferences or witness first hand crowded events such as the Owner's Forum in Boston, and the Annual Awards Events at Metro New York/New Jersey, Baltimore and National Capital Chapters. Having served at many levels of chapter leadership, it is gratifying to see how chapters continue to add enthusiasm to their programs. The CII Annual Conference in Orlando was excellent, and I encourage all of you to take part in their programs and/or national conference next year. Once you see what they do, and you experience who is in the room, you will immediately see what a perfect alliance we have. It was quite something to sit in the audience listening first to CII Executive Director Wayne Crew and then CII Chairman Glenn Gilkey, Senior VP with Fluor, tell their members that the CCM is the way to go. Understand that the 700 people in the room hail from "small" organizations like ExxonMobil, DuPont, Chevron, CB&I, Fluor, and Bechtel. Imagine the possibilities. Then, due to our recognized expertise in the CM profession, we have been admitted to ABET, formerly the Accreditation Board for Engineering and Technology. As a member, CMAA will lead the development of a new accreditation for CM curricula. Think of the benefits this relationship will bring to our Association, and of course, to the ultimate beneficiary, the owner. We have been given quite an opportunity. Don't miss the chance to be part of this transformation. Use this mantle of authority, granted to our Association, to protect the owner. When confronted with those who profess that design-build is the only way to go, or that CMAR/CMGC is the best delivery method, or that all projects must be low bid, pull out your CCM 'card' and make sure the owner understands that CMAA continues to be the place to come for unbiased education and advice, where our CCM's are there to help them determine the best delivery method for their particular program or project, with only one agenda in mind—benefit to the owner's project. MIKE POTTER, PE, CCM Mike Potter is in charge of RK&K's Construction Management and Inspection division. RK&K has led large CM teams in managing multi-billion dollar programs, and Mr. Potter has taken the lead in substantially expanding RK&K's reach into new geographic markets and new services. His CMAA experience includes serving as chapter president, contributor to CMAA publications, teaching Professional Construction Management courses, and chairing/contributing to various Board committees. 5 Advisor Fall 2013 There is a great deal to do. And, you will be better at what you do for having participated in these new CMAA programs. Let's get to work. Trump Towers Rio Rio de Janeiro, Brazil Grand Egyptian Museum Giza, Egypt Flame Towers Baku, Azerbaijan If you can imagine it, we can manage it. For nearly four decades, owners have turned to Hill International to manage their largest and most complex construction projects and programs around the world. Hill is proud to have helped our clients turn their most challenging visions into realities. We have helped manage over 5,000 projects with a total construction value in excess of $250 billion, managing all phases of the construction process from concept through completion. Hill is also the leading construction claims firm in the world, having helped resolve over 25,000 disputes valued at more than $100 billion. To minimize risk and maximize results on your next project, turn to Hill International. www.hillintl.com ©2013 Hill International, Inc. Shams Gateway Towers Abu Dhabi, UAE TABLE OF CONTENTS FROM THE CHAIR-ELECT WHY ABET? WHY CMAA? WHY NOW? CMAA's admission into ABET, the pre-eminent accrediting agency for undergraduate technical education, truly marks a new era for CMAA. It is both a recognition of all we have accomplished to date for the Construction Management profession and a significant commitment to continued achievement in the future. The industry's long-range workforce concerns have been well documented, and even in good times weigh on the minds of our most far-sighted managers. By becoming part of ABET, CMAA is placing itself squarely in the center of the solution. As a member society of ABET, CMAA will lead the effort to define the content of a sound fundamental CM education. This includes developing model curricula and specifying the criteria on which applicant institutions will be evaluated: Everything from the number and qualifications of faculty to class sizes and availability of internships and similar opportunities. We will provide the seasoned professionals to conduct site visits and evaluate programs. We will bestow, renew and (rarely, we hope) rescind the accreditations on which the entire industry will rely as indicators of quality. This new initiative reflects the industry's recognition of CM as a profession distinct from architecture and engineering, requiring different skillsets, knowledge, and training. It's also a validation for CMAA, recognizing our Standards of Practice, our Body of Knowledge, and our experience in identifying the most qualified practitioners through our CCM credential. The timing is also ideal. The Construction Industry Institute's recent endorsement of the CCM is the most tangible evidence yet that CMAA "has the goods" when it comes to defining CM professionalism. I have always thought that ABET was one of the most rigorous and meaningful accreditations available for a college or university program. To be welcomed by ABET is indeed a great honor for CMAA, something of which we can all be proud. MILO RIVERSO, PHD, PE, PRESIDENT & CEO, STV INC. CHAIR-ELECT, CMAA Milo Riverso is president and CEO of STV Group, Inc., one of the nation's largest planning, design and construction management firms. Mr. Riverso has more than 30 years of experience in program management, construction and design management. STV is involved with many prestigious projects throughout the country, including the program management of 1 World Trade Center (formerly the Freedom Tower) in New York City. This is a profound change for CMAA, but I know we are equal to the task. 7 Managing this program will be a challenge—not just to the Board of Directors or the headquarters staff, but to all of CMAA. The effort will require the consistent volunteer support of a large number of solid, seasoned practitioners, people who are willing and able to make a multi-year commitment. Advisor Fall 2013 It is likely that some institutions with current ABET accreditations in fields like Construction Engineering or Construction Engineering Technology will want to add the CM accreditation. In addition, perhaps one-quarter to one-third of the roughly 70 institutions now accredited by the Accreditation Council for Construction Education (ACCE) may want to switch to an accreditation that addresses CM more specifically and thoroughly. TABLE OF CONTENTS MARKET VALUE CMs HELP PROJECTS SUCCEED, STUDY FINDS Professional construction managers are outstanding leaders of successful projects that feature more effective communications, fewer crises and fewer "surprises" for the owner. That's the key conclusion of a major new market research study carried out recently by McGraw-Hill Construction for the CMAA Foundation. It's the first time a rigorous and extensive study has quantified the benefits owners realize from having a professional CM as their agent in executing a project. The study looked at 623 projects, including 266 on which an Agency CM was retained and 357 without an ACM. The mean value of these projects was $17.8 million with ACM and $13.4 million without. Projects were selected from McGraw-Hill's Dodge Reports database and embraced six major industry sectors: K-12 education, higher education, government buildings, healthcare, streets/ highways, and water/wastewater. The actual composition of the sample was: K-12 education . . . . . . . . . . . . . . . . 87 Higher education . . . . . . . . . . . . . . 85 Government buildings . . . . . . . . 101 Healthcare . . . . . . . . . . . . . . . . . . . . 98 Streets/highways . . . . . . . . . . . . . 105 Water/wastewater . . . . . . . . . . . 121 Top Ratings for Leadership, Communication, Avoiding Problems •86 percent rated their CMs highly for facilitating communication on the project. •85 percent gave top scores for avoiding or navigating project crises. •81 percent said their CMs were highly or very effective in assuring that the project team met its contract obligations. Effectiveness of ACM 8 Advisor Fall 2013 Overall public relations effort for the project Past ACM User ACM Negotiating with the GC •Assuring the project team met contract obligations (59 percent) •Avoiding or navigating project crises (58 percent) •Facilitating communication (58 percent) Leadership is a key benefit of professional CM: 82 percent of owners who used Agency CM gave their CMs top ratings for leading the project team. Avoiding or navigating project crises Assuring that the team meets contract obligations Among the 357 non-ACM projects in this study, 23 percent of owners (81 projects) had used Agency CM in the past. These past ACM users also rated CMs highly for: 80 percent of the owners who used Agency CM on their projects in this study are highly likely to recommend ACM to other owners (ratings of 7+ on a scale of 10). 71 percent of owners ranked their likelihood to recommend at 8 or higher! 80 percent of owners using Agency CM on the survey project said they were very likely or most likely to use ACM again in the future. Even among the 352 non-ACM projects, about one-third (34 percent) said they were at least somewhat likely to use ACM on a future project. These owners, although they did not use Agency CM on the studied project, nevertheless saw strong reasons to use the professional service in the future: •Project is considered very complex (71 percent) •Project is expected to have schedule or budget issues (43 percent) Facilitating communication on the project Leading the project team 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% % Top-2-Box TABLE OF CONTENTS "It Could Have Been Worse!" ACM Likelihood to Recommend 9.4% Not at all likely 20.3% 2 3 11.7% 4 5 No Surprises Projects with an ACM did somewhat better than non-ACM projects in this study in terms of meeting or beating budget and schedule goals. With an ACM, 84.9 percent of projects finished on or under budget, compared to 81.9 percent of the non-ACM projects. 68.8 percent of ACM projects were on or ahead of schedule, compared with 65.9 percent of the non-ACM projects. 6 38.7% 7 8 9 Most Likely But owners also reported how often these schedule and budget outcomes were surprises to them. For example, among non-ACM users whose projects finished behind schedule, this outcome was "unexpected" to 58.7 percent. Even when a project finished ahead of schedule, it was a surprise to 59.5 percent of non-ACM owners. Whether their projects finished on, under or over budget, ACM client owners knew what to expect. This is no surprise, considering the 86 percent who rated their CMs highly effective in facilitating communication! Even among projects that were over budget, behind schedule, or both, the value of professional CM was recognized. 88 percent of owners said their Agency CMs were effective to very effective in saving these projects from even more negative outcomes! Among these troubled projects, only 16.2 percent of ACM users said "ineffective management" had significant or a great deal of impact on the outcome. Among non-ACM projects, 24.4 percent of owners identified ineffective management as having significant or a great deal of impact. Conclusion? Projects guided by a professional Agency CM are more likely to meet or exceed budget and schedule goals than projects without an ACM. Owners working with a professional Agency CM experience smoother, more trouble-free projects characterized by leadership, communication, and met expectations. The full report of this research project will be available soon from the CMAA Foundation. Preventing more problems 35.0% 20.0% 15.0% 10.0% 5.0% 0.0% Ineffective 2 3 4 Very Effective This research project was funded by the CMAA Foundation, a 501(c)3 organization dedicated to industry education and research. Learn more and support the foundation at www.cmaafoundation.org. 9 25.0% Advisor Fall 2013 30.0% TABLE OF CONTENTS A Practical Tool to Preserve Your "Knowledge Inventory" (Excerpted from Transferring Experiential Knowledge from the Near-Retirement Generation to the Next Generation, report of Research Team 292, Construction Industry Institute, Summer 2013.) 10 Advisor Fall 2013 As the Baby Boomer generation nears retirement, organizations in most industries are finding themselves facing a potential mass exodus of their most senior and experienced employees. Potential retirees in the construction industry have a knowledge inventory accrued through a career of successes and failures. This knowledge base is often the foundation of decisions that enhance operational efficiency, foster innovation, reduce critical errors, and enable corporate growth. Traditional human resources practices aim at replacing the individual and often do little to consider how their wealth of experiential knowledge can be retained prior to their departure. Not only does this practice affect an organization's capacity to operate effectively, but in addition to the new hire's salary, the cost of replacing an experienced individual with someone from the outside can range between 50 and 150 percent of salary. TABLE OF CONTENTS The team developed a framework for an effective experiential knowledge retention model and formulated a customizable knowledge retention program. This model, at a high level, has the following functions: •Aids in the implementation and preparation of a corporate KM program; •Assesses current risk of experiential knowledge loss across organizational knowledge areas called Subject Matter Areas (SMA); •Identifies at-risk individuals whose departure would result in the loss of considerable experiential knowledge; •Provides a mechanism for effectively planning to transfer/retain the knowledge at risk; and •Offers guidelines for implementing the plan. The model detailed is available in CII Implementation Resource (IR) 292-2, Implementing an Experiential Knowledge Retention Management Model. This article provides a high-level overview of the model and its major components. The model is composed of five phases, together with specific implementation steps falling within those phases, as shown in the accompanying figure. Phase 1: Prepare The preparation phase is a high-level initialization of the overall knowledge retention program. The intent is that the program will be formalized and applied across the organization. Establishing leadership roles, goals and metrics are its primary outcomes. Step 1: Prepare for Knowledge Retention Management. The only step included in the first phase establishes the leadership, resources, and support infrastructure necessary to launch an experiential KM program. It requires the establishment of program scope, objectives, and priorities; instituting these elements early ensures alignment and contributes to the program's overall success. Phase 2: Assess The steps of the assessment phase are taken at all organizational levels, but are most applicable to the company's SMAs. The goal is to pinpoint the risk within the SMAs, and particularly the SMAs in which the risk is greatest. During assessment, program implementers conduct a demographic analysis to identify where such risks may exist, and a criticality assessment to prioritize the identified risks. This phase also involves formulation of an approval estimate for continued funding through the planning phase, as well as a stop gate to ensure approval for continuation of selected risk mitigation cases. Step 2: Target SMEs and SMAs through Business Unit Demographic Analysis. This step constitutes the demographic analysis of the assessment phase and is critical to identifying which subject matter areas and which subject matter experts require further consideration. This analysis exposes risk potential to determine the organization's present and future need for experiential knowledge management. Step 3: Confirm Feasibility of Effort for Retention Planning. This step provides an opportunity to determine the feasibility of continued assessment and planning for experiential knowledge retention through steps 4, 5, and 6. Step 4: Prioritize SMAs and SMEs for Knowledge Retention. This step requires the organization to perform an in-depth assessment of its bench strength in each SMA, and a thorough evaluation of the knowledge criticality of each of its SMEs. Aggregating these assessments will enable the prioritization of any knowledge retention efforts, and will serve as a decision support mechanism during resource allocation planning. Phase 3: Plan In the planning phase, program implementers look specifically at the SMEs identified in the assessment phase, with an eye toward maximizing the effectiveness of the company's knowledge retention efforts. This maximization depends on effective planning of the knowledge transfer case. This phase involves characterizing the transfer environment, and selecting a knowledge transfer strategy (KTS) appropriate to the environment and to the SME's personal attributes. The planning phase also requires looking at the specific business-related objectives involved with a transfer case and getting approval at a stop gate prior to continuation of execution. 11 Advisor Fall 2013 CII formed Research Team 292, Transferring Experiential Knowledge from the Near-Retirement Generation to the Next Generation, to address the increased rate of knowledge loss in the capital projects industry; the study was chartered to aim at the retention of experiential knowledge that is at risk of loss due to retirements. RT292 investigated the current state of the industry's Knowledge Management (KM) in order to understand its knowledge transfer problem in terms of magnitude and dynamics, and to isolate the contributing factors and barriers to success. TABLE OF CONTENTS 12 Advisor Fall 2013 Table 1: Knowledge Transfer Strategies KTS Index KTS Name KTS-01 Lessons Learned and Best Practices KTS-02 Community of Practice KTS-03 Facilitated Masters' Classes KTS-04 Lunchtime Seminar KTS-05 Narrative Database/Storytelling KTS-06 Standardized College Program/Course KTS-07 IT Collaboration/Communication KTS-08 Outsourcing/Acquisition KTS-09 Deskside Review KTS-10 Job Shadow KTS-11 Mentoring/Coaching KTS-12 Simulations KTS-13 Job Rotation KTS-14 Attend Meetings as an Observer/Learner KTS-15 Grooming Assignment KTS-16 Keep Retirees Connected "Maximization (of effectiveness) depends on effective planning of the knowledge transfer case. This phase involves characterizing the transfer environment, and selecting a knowledge transfer strategy (KTS) appropriate to the environment and to the SME's personal attributes." Step 5: Characterize Knowledge Transfer Environment. This step begins to look at individual SMEs and the conditions in which their knowledge transfer will take place. At this point, the program implementers first investigate how the knowledge transfer environment will affect the effectiveness of knowledge transfer strategies. They then narrow the scope of applicable strategies according to their maximal effectiveness in the given environment. Step 7: Prepare Business Case for Each SME and Confirm Priorities. This step entails the development of a business case for the mitigation effort. The focus should be on quantifying the efforts, benefits, and cost of the transfer effort, in order to gain approval for the mitigation case. This business case analysis is necessary to ensure feasibility and approval for continued funding through steps 8 and 9 for each at-risk SME. Step 6: Select Knowledge Transfer for the Case. To expand on the KTS effectiveness maximization introduced in Step 5, program implementers next consider the unique, qualitative, and personal nature of a knowledge transfer case. This step requires all case stakeholders to evaluate the KTS alternatives isolated in Step 5 and to select the strategy that will best suit the case. Tables 1 and 2 list the most widely used KTS options and their suitability for particular environments. Gate: Approval Gate for Execution. This serves as a screen to determine which SME transfer cases will proceed through to implementation. The approval process is based upon the submission, review and approval of the business case developed in step 7. TABLE OF CONTENTS Figure 2: Experiential Knowledge Retention Management Model Organization Prepare SMA SME 1 Assess 2 3 4 5 Plan 9 Execute Monitor 6 7 Gate 8 10 Process Flow Step Legend 1 Prepare for Knowledge Retention Management Process 7 Prepare Business Case for Each SME and Confirm Priorities 2 Target SMEs & SMAs through Business Unit Demographic Analysis 8 Develop SME Knowledge Retention Implementation Plan 3 Confirm Feasibility of Effort for Knowledge Retention Planning 9 Implement & Monitor Knowledge Retention 4 Prioritization of SMAs & SMEs for Knowledge Retention 10 Prepare for Knowledge Retention Management Process 5 Characterize Knowledge Transfer Environment Gate Approval Gate for Execution 6 Select Knowledge Transfer Strategy for Case Phase 4: Execute 14 Advisor Fall 2013 Step 8: Develop SME Knowledge Retention Implementation Plan. The plan should expand on the business case developed in step 7 and include implementation, execution and monitoring mechanisms. Step 9: Implement and Monitor Knowledge Retention Case. This step involves, first, implementation of the plan developed in step 8, then monitoring of progress, adaptation as needed and capture of lessons learned. Phase 5: Monitor This phase provides an ongoing means to review the efficacy of the whole program and to identify opportunities for improvement. Step 10: Monitor Effectiveness of Knowledge Retention Model. Monitoring program effectiveness enables continuous improvement and helps implementers customize the program to suit the organizational culture, ensure attainment of program goals, and sustain the organization's experiential knowledge management efforts. The Construction Industry Institute, based at The University of Texas at Austin, is a consortium of more than 130 leading owner, engineering-contractor, and supplier firms from both the public and private arenas. CII conducts original research and publishes a full library of construction industry Best Practices. John McQuary, chair of Research Team 292, can be reached at firstname.lastname@example.com. PORTFOLIO PROGRAM PROJECT Management. CapEx Planning Online Procurement Cost Management Critical Path Scheduling Earned Value Risk Management Document Management Asset Management Visual Workflow Lease Management BIM/3D Modeling Business Intelligence 100% Web Based X Projects By Type X Cost To Profit 160 70 140 60 120 50 100 40 80 30 60 Backlog By Type X Work Efficiency Ratio X 20 10 0 0 1/5/2002 1/6/2002 1/7/2002 Construction Apportionment 1/8/2002 Work Under Contract 3 Work in Progress (WIP) Unstarted Contracts (Backlog) 2.5 Contract Changes 2 Projected Revenue Projected Cost 1 Projected Profit 0.5 $46M $33M $178M $52.5M $309.5M $275M 11% 0 0 1/9/2002 X KPIs and Linked Reports Work Efficiency Ratio 3.5 1.5 20 40 X Budget To Actual X 0 .5 1 1.5 2 2.5 3 X Stacked Revenue 100% Multiple Project (Approved & Pending) Budget Performance History Anticipated Cost (Multiple Projects) 90% Commitment Log 80% Anticipated Budget 70% Budget Variance By Month 60% Budget Summary 50% Daily Reports Dashboard 40% 30% 20% 10% 0% Category 1 © Copyright 2013 PMWeb, Inc. All rights reserved. Category 2 Category 3 Category 4 FOR MORE INFORMATION firstname.lastname@example.com 617.207.7080 TABLE OF CONTENTS Collaborative Governance 16 Advisor Fall 2013 By Brian McCarthy, PE, PMP, CDM Smith Experienced program and Construction Managers can attest to the importance of an effective governance structure. Well-defined program objectives, roles, responsibilities and decision-making authorities provide an essential framework to guide the actions of the many participants in a capital program. This is hardly a subject for debate, evidenced by the emphasis this topic receives in CMAA's Standards of Practice, PMI's Standard for Program Management, and the British Office of Government Commerce's Managing Successful Programmes. TABLE OF CONTENTS Program managers can also attest that implementing an effective governance structure is not a simple exercise, even when there is only one sponsoring organization. Variations in culture, politics, and existing structures within the sponsoring organization, coupled with the perspectives of other program stakeholders, make "getting everyone on the same page" no trivial matter. Place this in the context of the long time-frame of a capital program, where we should expect multiple changes not only within the program itself, but also in the external environment, and achieving a coherent, sustaining governance structure can be quite challenging. But what about when there is more than one sponsoring organization? Or when some external stakeholders possess significant authority in determining program objectives, making functional decisions, or program financial decisions? How can sponsoring organizations with differing agendas work together to deliver a program? This article identifies some of the governance implications in these situations and offers a few strategies for managing the additional complexity. The complex interrelationships among program organizations, and the people within those organizations, cannot be fully understood by modeling the organization as a pyramid. Understanding the relationships is the key to exploring the existing cultural, political, and organizational dynamics that must be considered in developing an effective governance structure. Using a tool like social network analysis can add a quantifiable dimension to aid in this understanding, but merely thinking in terms of networks provides a great benefit. With multiple sponsors on a program, where the sponsoring organizations must truly collaborate to have the program realize its intended benefits, network models can be used to define and visualize the existing relationships and structures, as well as define the new program structure, illustrating the changes in relationships, roles and responsibilities that must occur to make the program successful. We can use network models to illustrate the differences in relationships and authorities over the lifecycle of the program and in different components or sub-programs. Social network models are also useful in managing organizational risk, particularly in identifying "spanners" or critical links between different elements of the network. For example, knowing that a single person is the only communication link between two critical elements of a program network should be a matter of concern that deserves, at a minimum, some contingency planning. Building and Sustaining a Governance Structure Simply put, the governance structure needs to define who decides what, how they decide, and when they decide. The sponsoring organizations must agree on these elements or the stage will be set for mistrust, disputes, delays, inefficiency, increased risk, and increased cost. Establishing the structure and obtaining acceptance from the individuals within the affected organizations can take many months or even years. This process can seem excruciatingly long to those who desire to see the benefits of the program, and to those who see this as a bureaucracy-building inefficient use of resources that would be better spent on hard construction. However, if the time and resources are not spent establishing the right governance structure, then the benefits may never be realized, and much more money will be wasted because of poor decisions and execution. We must often start slow to go fast. Drawing on the standards mentioned earlier, the program sponsors need to define all the elements of the governance structure, especially change management. Programs by their nature are not fully defined at the outset. Overall objectives and desired benefits are established, along with some concepts of how to achieve them. Once execution starts, choices and decisions must be made, and changes in the external environment start to affect the program, requiring adaptation and change. The collaborators must Undework There is a growing body of knowledge in project and program management that compels us to think of the relationships among program participants using network, rather than hierarchical, models. "If the time and resources are not spent establishing the right governance structure, then the benefits may never be realized." 17 Advisor Fall 2013 Bob Prieto, in Strategic Program Management, identifies effective governance as the key to successful program delivery and the outcome of effective governance to be "the requisite confidence in the program management strategy and organization which is the sine qua non of successful program execution." TABLE OF CONTENTS "When sponsoring organizations have significant cultural differences, such as interpersonal communication style, language, or respect for hierarchy, the governance mechanisms need to acknowledge these differences and create workable solutions." 18 Advisor Fall 2013 anticipate these changes, how the changes may affect them differently, and how decisions can be made that best serve the overall objectives of the program, even if an individual decision may not provide the ideal outcome from one participant's perspective. It is this difference in perspective on an outcome that is the root of potential conflict among the parties. organizations can help to sustain the collaborative commitments established at the outset. Strong and effective leadership within each of the sponsoring organizations is critical to establishing the governance structure and sustaining it over the program lifecycle. Leaders need to establish and maintain trust between themselves and their collaborators at the highest level of the program. They also must foster a collaborative culture within their organizations, so that the tenets of the collaborative relationship can be understood, accepted, and practiced at all levels within the organizations. Program delivery is a social activity— the interactions between people drive the program forward. The governance structure must make sense to the people who will be asked to implement and adhere to it. When sponsoring organizations have significant cultural differences, such as interpersonal communication style, language, or respect for hierarchy, the governance mechanisms need to acknowledge these differences and create workable solutions that will be acceptable and understandable to those who are asked to live by the rules. It is difficult to underestimate the attention and energy this aspect of the process requires, not only when establishing the governance structure, but in enabling it to work effectively and be sustained for the program duration. Large capital programs often last for 10, or even 20 years. Leaders must be visionary, and anticipate the changes that may occur over the life of the program, including changes in people. For a collaborative relationship to be sustained over that time-frame, leaders must recognize that many people (and support organizations) will enter and leave the program. Succession planning for program participants within their own One of the sponsoring organizations may appear to be a natural choice for leading program execution, based on its history in executing similar programs, presence of experienced staff, and possession of established work processes and controls. While this may seem to be the most efficient way to deliver the program, it has the potential to erode trust among the collaborators. The non-lead organizations may perceive bias or pursuit of agendas that are not in keeping with the spirit or letter of the agreed-to governance structure. In these situations, transparency to the non-lead organizations is a must. This may require cultural and operational changes within the lead organization, and acceptance of independent audits as a means to reassure the other organizations. If a special-purpose entity is created to oversee the program, or a professional program management team is engaged to execute it, the governance structure must clearly describe the decision-making authority of that entity, and which decisions will be left to the sponsoring organizations. The sponsors must also accept that to be efficient, this third party will need to deploy independent management systems and structure (create its own bureaucracy), which may seem wasteful to some participants who would advocate their own organization would be an efficient and natural lead. The governance structure needs to articulate why this is the best choice and the leaders must communicate the strategy within their organizations to gain acceptance. Executing a program is an adventure, beginning with vision and goals, developing a plan to achieve those goals, and assembling the resources to execute the plan. Change is inevitable, and good program managers embrace change and complexity as part of the adventure. When multiple organizations collaborate to sponsor a program, the adventure becomes riskier. The keys to managing the risks are a robust governance structure and strong leadership that embraces and sustains it. Brian McCarthy can be reached at firstname.lastname@example.com. strategic design NOW AVAILABLE: Becoming a Construction Manager Make an impact with strong marketing, branding and website designs that will set you apart. TGD understands your business. The Time To Plan Is Now Project Overview Hopefully, you'll never need to worry about restoring your property after a fire, flood or other disaster. But it is necessary to be prepared. That's why a Minkoff representative would be pleased to sit down with you and build a step-by-step plan to follow, should the worst ever occur. The Property Restoration Experts Minkoff Company The Property Restoration Experts Minkoff Company A combination of text interviews and more that defines and promotes the Construction Management profession and the excitement of this growing field. On Record Project Overview Whether you're a property owner, property manager, or an insurance professional, you'll find peace-of-mind when you find time for Minkoff. PENNSylVANIA MArylANd Beacon Condominium Washington, DC Beltsville In The Works On Record WEST VIrgINIA $3,500,000 Fire Restoration Aetna Insurance Vienna Flood + Fire + Storm Damage Restored Minkoff Company When a 3-alarm fire raged through the 49-unit, 6-story Beacon Condominium, more than 2,000,000 gallons of water were required to extinguish it. The resulting damage was far reaching – the roof and all interior finishes were completely destroyed and structural damage was quite extensive. The Beacon Condominium board immediately formed an ad-hoc committee and interviewed a dozen contractors before making the decision to hire Minkoff. References VIrgINIA Throughout the work on this $3,500,000 project, Minkoff paid special attention to restoring all parts of the building, which was built in 1912. As a result of the roof fire and water damage, all drywall insulation and wiring was replaced. Stripped down to its masonry shell, with only the floor joists in place, the building interiors were removed and all 49 units were rebuilt. Many units were actually improved, as the condominium board opted to finance It's a great item to donate to the guidance offices of your local high schools or colleges, or for regional chapters to provide in quantity to the student chapters they support. firstname.lastname@example.com 703.548.0200 x 117 www.tgdcom.com/cmaa Order your copy of Becoming A Construction Manager TODAY. VOLU ME I, NO. 2 The Journal of Professio nal CM/PM Practice WINTER Owners and CM/PMs in the industry. 20 12 REACH THE TOP CMAA's Advisor is read by 11,000 CM/PM professionals and owners that need the latest services and products on the market. SIGN UP NOW FOR A FULL YEAR AND GET ONE AD FREE! >> CONTACT MARK GEDRIS at firstname.lastname@example.com or 703.677.3375 to find out more. ADVERTISING: ADVISOR | WEBSITE | EMAILS | CUSTOMIZED 19 Advisor Fall 2013 A $1.87 billio n expansion doubles the capacity of Miami International Airport. TABLE OF CONTENTS TOOLS OF THE TRADE "Key to successful program management is the strength of the organizational foundation and degree of integration between each of these processes. While a range of individual tools exist to implement each framework process, benefits accrue when these tools are as seamlessly integrated as possible." —From "The Giga Factor," by Bob Prieto, published by CMAA. Perhaps it's a name like "vertical integration" or "organizational transformation," or an acronym like DBFOM (Design-Build-Finance-Operate-Maintain). Either way, the underlying phenomenon is rapidly changing how CM firms and teams are organized and what owners expect from their service providers. Today's goal is to deliver an ever-broader array of services and resources through structures in which people, tools, and systems all work together. Here's an example of how one CMAA member firm is approaching the challenges of integrating its services and operations. By Kevin McKenna, Clayco Our Industry Is Being Transformed 20 Advisor Fall 2013 Clayco didn't get into this business with the idea of changing it. It started slowly. Day by day, project by project, it started happening. We found the traditional approach to design-bid-build didn't suit us. We listened to our clients' struggles and set about to find ways to deliver their projects efficiently, cost effectively and collaboratively. At Clayco, our approach is totally different; we want to be involved from the inception. As a result, our full service, turnkey approach to design and construction includes comprehensive real estate development, space planning, architecture, design-build construction services and even extends to furnishing selection and procurement. This gives our client a single point of contact within Clayco and that means every communication is streamlined. This approach speeds up planning and approvals, saving time and money while ensuring that a client's vision is understood at every step of the process. Clayco's Integrated Delivery means a project is handled from its inception by a complete team of experts and stakeholders. This integrated team represents all facets of the project. The group is unified in their resolve to produce the best solution to fit the client's requirement without any competing agendas. The team uses whatever means and methods or technology available to eliminate waste and increase efficiencies throughout the process. Their ultimate goal is maximizing the value to the owner for their investment. TABLE OF CONTENTS At Clayco we build the team first, then the building. The key component to the team is the property owner. This is the one person who must be totally committed to the project. If an owner needs to understand financing, we can help. If their concern is finding the proper land to locate the building, we can assist. From the site side, to the financing side, to the development side of the equation, we are experts at incentive negotiation. Clayco's commitment to Building Information Modeling or BIM is a key component to the delivery process. BIM uses 3-D design to control and expedite the coordination of architects, engineers and contractors. Together the team can see how a single decision can affect every aspect of a job. This modeling is more efficient, more sustainable and less wasteful. It takes the guesswork and risk out of a project and, coupled with cost analysis, allows decisions to be made quickly and with more confidence. Most importantly, what the Clayco team puts on paper matches what the owner expects to pay. BIM extends into the field as well. Project managers, superintendents and subcontractors can take their tablets to the construction site and use GPS locators along with the model to truly visualize all aspects of the building. The models and the supporting software are excellent for tracking issues of concern. Field staff can take pictures and create a request for information (RFI) and log the item with the design team for clarification. This technology helps ensures quality, controls inventory costs and eliminates waste. The integrated services model ensures that all the tools are in the toolbox from the beginning. Technical assistance, virtual design, construction and quality control help our clients save money. We work through the owner's criteria. Our staff designs and builds the building on paper before it is built in the field. We work to make sure there are no conflicts so when we show up in the field everything is in place, allowing us to build as fast and efficiently as possible. We are committed to the environment and sustainability. Sustainability to Clayco is simply being smart when you design and construct a facility and the truth is it makes good economic sense. With real time cost analysis, accurate decisions are made and valuable resources are protected. Sustainability also means regarding the communities in which we build as our own, building projects that enhance them, applying practices that reduce waste and creating programs that give back to the people. Everyone tends to focus on the physical building, but buildings represent so much more than that. We deliver efficient, effective hospitals so doctors and nurses can focus on patient care. We build community centers around the country that are neighborhood anchors. We look ahead to design the workplaces of the future, making sure employees have the collaborative space needed to nurture day to day relationships that create trust. At Clayco teamwork is a defining principle of our firm and it is that teamwork that makes our integrated delivery so successful for our customers. Kevin McKenna can be reached at email@example.com. 21 Advisor Fall 2013 Our integrated services also extend to financing and logistics. We mitigate owner risk through our strong bonding capacity, backed by our capital resources. With an acute attention to detail, nothing in the construction process is left to chance. We develop a plan for all projects to address staging, access, material transport, material handling and labor issues. With business units focused on every aspect of integrated delivery, we bring together Clayco professionals to collaborate with the client from beginning to end. TABLE OF CONTENTS WHEN TECHNOLOGY IS A BARRIER TO COLLABORATION 22 Advisor Fall 2013 By Sergio Aranda, e-Builder, Inc. More and more project owners are looking to cloud-based project information management systems to enhance and improve project delivery to enable better project controls, repeatable and standardized processes, and immediate access to more accurate and timely information. The promise of a transparent environment to enhance collaboration is one goal that remains top of mind for owners wanting to achieve higher success rates, lower costs, and improved project quality. But what happens when technology is a barrier and not an ally to collaboration? TABLE OF CONTENTS Most program management firms can provide their own project information management system to owners, but it's not uncommon for owners managing large capital programs to work with multiple program managers. If the owner is not running their own system, technology poses a new set of risks and challenges including: 2. Choosing the similarities that are the most repetitious and offer the greatest possibilities for standardization and continuous improvement; and •Multiple systems that don't transfer information to each other without added resources and costs resulting in low adoption and collaboration Multiple systems render the first two components of this formula cumbersome, inexact and resource intensive. As a result they are either not done or not done well. •Data in different and incompatible formats resulting in poor visibility into program performance LACK OF TRANSPARENCY •A recurring need for training and pushing for user adoption resulting in additional costs and strains on limited resources. In a growing trend, owners are taking control of their information, and making a compelling case for CMs/PMs to rethink how they can help their clients. There exists a significant opportunity to resolve these risks, and in the process improve the quality of projects. Program managers can lend a wealth of expertise to their clients that can be transferred to the entire program and not be limited to single projects. A LOOK BACK Historically, CM firms have provided their own system to their clients. For the owner that is only managing one to two projects every couple of years, this approach may be the most effective. However, for serial builders—owners managing large, ongoing, or multiple capital projects—this approach can not only create a general lack of consistency in delivery, but also create new risks. Consistent and predictable results can be achieved by standardizing on one system to benefit both the owners and stakeholders. NO OPPORTUNITY FOR "ROTATION REPETITION AND REFINEMENT" Chuck Thomsen, FAIA, FCMAA, outlines the benefits of process standardization in his book Program Management 2.0 in the chapter on "Rotation Repetition and Refinement." The concepts Chuck describes touch on one of the potential barriers of using multiple systems, the inability for the owner to efficiently transfer information and workflows that that have been tried, tested and refined across a program. Chuck writes: The 3 Rs require: 1. Analyzing projects in a program to identify the similarities; The lack of system standardization makes it difficult to collect and record information in a way that enables transparency, an essential requirement to ensure you are not "flying blind." An owner working with multiple CMs, each with their own system, will have to deal with the added time and expense required to consolidate the information to get an accurate and timely program view. Kevin Donnelly, Assistant Commissioner with the New York Department of Environmental Protection, offers some perspective. "When you have multiple systems, you can have a competent CCM doing a great job on a project, but program wide as an owner you can't understand where you are without the added effort." He adds , "In order to get the information that you need you have to spend a lot of time and money building systems on top of systems to get to information that can be easily transferred or exchanged." THE INTEROPERABILITY CHALLENGE Several reports published in early 2006-2008 on the issue of interoperability focused on perceived technology limitations. CMAA contributed to the "Interoperability in the Construction Industry" report released in 2007. However these reports described a technology problem, but did not go into much detail on interoperability issues with people. The use of multiple systems requires that owners spend more time training staff and driving adoption of the systems. No matter how good a system may be, if it's not used the promise of collaboration quickly evaporates. Serial builders move people from project to project within the same program. If different systems are used resources must be invested to retrain users continually, and systems with a steep learning curve will also make this process more difficult. Donnelly states, "In one project, the CM tried using one of the well-known Construction Management systems and the team was not well versed in the software, and the engineer and contractor were using another software. So as a result the systems were never fully implemented, there was limited user acceptance, and there was nominal value added. If there are too few people using it, then there is less and less collaboration, which leads to higher costs." 23 Advisor Fall 2013 •No way to establish business processes that will create consistent and predictable results 3. Focusing on ways to improve these standards at the program level. TABLE OF CONTENTS OWNER-CENTRIC PROJECT INFORMATION MANAGEMENT Revise Initiator Revision Revise Revised Revise Start Submit Corridor CM Review Finish Approved Complete Tollway PM Review GC/CM Confirmation REMOVING THE TECHNOLOGY BARRIER THROUGH AN OWNER-DRIVEN SYSTEM Benefit 1 – Level Playing Field As more owners take the lead in implementing their own project information management systems, there are many benefits to be had not just for the owner, but also the CMs. In a competitive environment where multiple CMs compete for different contracts, "when an owner adopts a system, it sort of levels the playing field for CMs, nobody is at a disadvantage," says Donnelly. Benefit 2 – Visibility for All Removing the barriers of disparate data sources creates several advantages for all stakeholders. Using one system to maintain all project information facilitates access to project participants. Consultants like this environment because everyone is on the same page. 24 Advisor Fall 2013 Benefit 3 – Standardized Processes Different program managers bring a broad spectrum of expertise. The owner can work with different firms to develop the project controls, processes, reporting and documentation systems that will support the program and ensure its success. These best practices can then be shared across the program through the use of one system. David Martinez, Acting Director CIP at the City of Miami Beach, talks about the importance of standardized processes. "Like many other public agencies, we have a multitude of processes, policies and procedures and Reviewed CS Manager Review Program managers/ construction management firms can codify their best practices using the owner's PMIS for different processes (i.e., change orders), so that these can be executed across the entire capital program to reduce costs and risks. Approved in the past we have managed these the traditional, rudimentary way that bogged us down." An owner-driven system enables one set of processes that can be used across the entire program. These processes can then be continually enhanced as new lessons are learned. The lessons learned then can be transferred to all groups, not just a few. People move to either different projects or to a new agency. The owner system removes the inefficiencies in trying to pick up where their predecessor left off. Martinez adds, "Prior to our implementing e-Builder, if a project manager would leave, the records and the history of a particular project were kept in different types of files making it difficult for us to find. By having one system, if there's turnover somebody can step in and with very little involvement pick up where the last person left off." Benefit 4 – Collaboration The first three benefits combined enable a collaborative environment that can help owners reduce project costs and risks while increasing quality. The adoption of one single, owner-driven PM system means that all project stakeholders can share project information and communicate through the system. Problems arising from missing, incomplete, unavailable, inaccurate, or outdated information are eliminated. SUMMARY Change is not easy, and many owners continue working through multiple systems. "There is a fear that it's going to cost too much" says Donnelly. "But if at the end of the day it's going to result in consistency and efficiency through improved collaboration, project quality improves and that saves money" he adds. Technology is an important component to a more collaborative project delivery approach. Adopting new technology may create new barriers that could impede any productivity gains, or risk reductions. Owners can help themselves and their program managers work more collaboratively by standardizing one system that they control. Your Data. Anywhere. Anytime. Spend less time in the field with Re:mote Monitoring – the industry's first fully automated monitoring system with web-based data access. Now you can get real-time alerts on your phone and data updates anywhere. From vibration and geotechnical data to noise, environmental and air quality measurements, Re:mote lets you manage multiworksite data anytime. 1. Data integrity, process consistency and required resources (labor) to maintain it 3. Redundant functions and efforts when change is required Scott Perala, senior project manager with Heery International, says, "For each additional system you add to the management process, you exponentially grow the effort and cost to maintain an accurate data set. If you are a public owner who is giving public reports with multiple systems, you have to then condense the information into yet another system and/or report and hope that there isn't a transcription error somewhere. I would much rather use a single system to be able to enforce uniformity, consistency and reliability across all of the programs." You can learn more about the discovery process and approach that the New York DEP used to determine how to align business process requirements with technology solutions at the presentation "Master Planning Your Program-wide CM System" at this year's CMAA National Conference in Las Vegas. Sergio Aranda can be reached at firstname.lastname@example.com. Visit Us At Booth 509 Creating Value ... M O N I T O R I N G · A N A LY S I S · R E P O R T I N G 866.806.9676 ge o s o n i c sv i b ra te c h .com Baker's Construction Services is growing … Come grow with us! We're seeking well-qualified Construction Management professionals for key management positions in the New York, Virginia, North Carolina and Texas regions. To learn more and submit your qualifications, visit www.mbakercorp.com/careers. ... Delivering Solutions Creating value by delivering innovative and sustainable solutions for infrastructure and the environment. Baker offers a comprehensive benefits program, including health/dental/vision/life insurances; 401(k); and profit sharing. EOE, M/F/D/V/E-Verify 25 Advisor Fall 2013 2. Information formatting and consistency TABLE OF CONTENTS FINAL WALKTHRU CMAA'S NEW IMPACT LIBRARY Showcases The Best of Today's CM CMAA's new online "Impact Library" brings together a portfolio of outstanding recent projects in which a professional CM made unique and valuable contributions to extraordinary outcomes. Here are just a few examples. You can see them all—and submit your own projects for inclusion—at www.cmaanet.org/impact-library. Mount Nittany Medical Center Lance and Ellen Shaner Cancer Pavilion State College, PA Existing concrete masonry loadbearing walls had to be removed and a new structural steel framing system installed, all while maintaining the structural integrity of the existing structure and new addition above. Radiation oncology and laboratory suites located within the existing building. CM by Alexander Building Company The Catskill-Delaware Ultraviolet Light Purification Facility 26 Advisor Fall 2013 Valhalla, NY This is the largest capacity water treatment plant in the world, highly complex not only in its technology and construction processes, but in its size and scale. "The CM's successful implantation of CM delivery methodologies greatly contributed to the success of the project," the owner reports. CM by Malcolm Pirnie/CH2M HILL joint venture TABLE OF CONTENTS Los Angeles City College Student Union Los Angeles, CA The owner of this complex project comments, "The Construction Manager helped tackle each of these complexities with proactive planning and innovative measures. The CM's leadership helped incorporate all of the needs and ideas of the different college departments and stakeholders into the building and kept the project organized." CM by Harris & Associates West Hollywood Library West Hollywood, CA A signature project with high quality finishes, unique features and a limited budget challenged the CM to balance cost against the desired impact of the finished project. the Los Angeles Times architecture critic commented, "the library….has managed to navigate the punishing low-bid, public-sector construction process without sacrificing its ambition or design personality." CM by Heery International John Wayne Airport Terminal C One of the largest public works projects in Orange County, California's history, Terminal C was built on a landlocked site and faced extensive logical and collaboration challenges. The owner reports, "Hiring a CM has helped JWA deliver a completed terminal within a tight timeframe and $88 million under the program budget." CM by ARCADIS-U.S. 27 Advisor Fall 2013 Orange County, CA


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December 15, 2022
Dear Hunterites,
Wow! Thank you for your incredible participation and generous support for this year's #GivingTuesday! The day was a tremendous success. This is one amazing way to celebrate HCHSAA's 50th anniversary!
Our goal was $50,000. You donated nearly $35,000.
These contributions will help us continue the work of our mission of recruitment, development, and advancement of the gifted students and alumnae/i of Hunter College High School.
You made it possible and HCHSAA is so grateful to you and for you. Our heartfelt thanks for your continued support.
Warm wishes,
Lorna Malcolm Executive Director |
Vivian Altman President, HCHSAA Board of Directors |

subset: commoncrawl


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This week, we celebrate BFF's first birthday. 🎉 Wow, it's been a year!
Since our inaugural launch event with tens of thousands in attendance, we've grown so much as founders, as a team and as a community. Together, we've braved a turbulent market, all the while remaining curious, optimistic and committed to learning about the opportunities in Web3.
We created BFF with the goal of ensuring women and historically marginalized groups are equipped to participate in and reap the benefits of this next phase of the internet. We're proud to report that, through our two NFT collections — Friendship Bracelets and You PFPs — we've amassed an incredible community of holders who have come together in support of this pursuit. We've seen friendships blossom, careers thrive and opportunities unlock for our holders as a result.
We launched the beloved BFF Perk Shop, where we continuously surprise holders with opportunities for earning physical goods and experiences, allowlist access to other communities and more. We're securing some exciting new brand partnerships that will enable us to keep providing more perks on an even larger scale. Stay tuned for more announcements here — particularly fashion lovers, beauty aficionados and those ready to uplevel their wallet security skills. 😉
Possibly the most fun way to onboard new BFFs in our first year was through IRL events. Along with the Bring Your BFF to Web3 party in Miami, we joined partners for hundreds of events at Web3 conferences worldwide. We saw firsthand how quality time together can strengthen community ties and enhance the learning experience. This year, we will continue our "Bring Your BFF to Web3" roadshow and pop up in cities across the U.S. to help onboard new Web3 friends. (For those who cannot join us IRL, we plan on sharing the learnings and highlights from those events virtually.) In our Discord, we've been going deep into our community's special interest areas and hosting workshops through a variety of BFF Clubs.
And while we're committed to providing the greatest value to our NFT holders, we also understand the importance in supporting the broader community to deliver on our mission. We've exceeded our own expectations as they relate to the depth of free educational content we've put out into the world through regular programming like Twitter Spaces, articles published on BFF Discover, our newsletter GM, BFF, our Belonging and Mattering Council and more.
While the market conditions, both in the macroeconomy and within Web3, have changed dramatically over the last year, we remain bullish about fundamental Web3 technologies and their potential for impacting businesses, consumers and communities. We are also bullish on exploring our role in this tech evolution, asking ourselves how we can build in ways that benefit the world.
We've also been conducting surveys and holding intimate conversations with the BFF community about your broader interests and goals around education and money-earning potential. Through these discussions we've made some considerable discoveries, like 38% of you describe yourselves as entrepreneurs or entrepreneurial and 85% are interested in learning how to make money in novel ways extending beyond Web3. It's important that the path forward for BFF be meaningful and most aligned with the needs of our community, and data like this helps inform our roadmap forward.
While it may appear "business as usual" from the outside looking in, behind the scenes at BFF we are hard at work prototyping business models and technologies to support a more comprehensive vision for attracting new members and incentivizing the loyal holders who are part of our community today. We can't wait to share more on what this looks like soon.
Until then, we invite you to continue sharing your thoughts and ideas with us, to participate in our digital and IRL events and perks and to remain an instrumental part of our mission of helping women and non-binary people become more informed, connected and financially rewarded than ever before. In that spirit, please join the BFF team and community members for a BFF Birthday Party on Twitter Spaces. Put it on your calendar!
Thank you for an incredible first year—here's to year two and beyond! 🚀
Your BFFs,
Jaime & Brit


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Bevi is on a mission to disrupt the beverage supply chain and replace single-use water bottles with smart water machines. Thousands of companies use Bevi to sustainably provide their employees with pure, sparkling, and flavored water at work. As the market leader in IoT-enabled beverage machines, we've raised over $160M in venture capital and we have grown tremendously each year since launch. In addition to maintaining hypergrowth with our current product line, Bevi is heavily investing in new product development.
We are looking for a scrappy, tenacious, and experienced Director of Demand Generation to accelerate Bevi's already strong growth trajectory. The ideal candidate will have a rock solid background in B2B demand gen—everything from paid search to content syndication to live events—as well as a healthy desire to innovate constantly and measure impact obsessively. Reporting to and collaborating with Bevi's Vice President of Marketing, this role will be a blend of strategy and execution aimed at discovering the optimal program mix for driving business growth that keeps pace with the company's aggressive targets.
This role is based out of our Charlestown office, at least 2 days per week in person (more if desired!).
- Own the end-to-end strategy and execution of Bevi's demand generation engine
- Effectively manage Bevi's digital advertising agency
- Work with sales & product marketing teams to align around Bevi's go-to-market strategy and develop the most impactful messaging for our target audiences
- Create full-funnel, vertical-specific campaigns that not only attract qualified buyers, but generate greater market awareness for the Bevi brand
- Build effective ABM campaigns to drive more effective penetration of Bevi's most valuable account targets
- Own and manage Bevi's demand gen budget to ensure efficient spend that drives toward the company's goals within a desirable CAC range
- Work with Bevi's brand team to create inspiring and engaging content to power our campaigns
- Work closely with event marketing to implement a coordinated and effective live event presence and strategy
- Become one with the sales organization—understand their needs, their feedback, and work tirelessly to help them hone their lead follow-up efforts and improve our conversion rates at every stage of the buyer journey
- Work with our brand team and website agency to ensure our website experience is optimized from both an SEO and conversion optimization perspective.
- Collaborate with sales and marketing operations to develop advanced campaign tracking, lead scoring, and attribution models that will help the team decide where and how to invest time and resources
- Oversee the management of Bevi's marketing program calendar
- Deeply understand the metrics that drive business outcomes, including channel effectiveness, conversion rates, pipeline velocity, CAC, and more
- Share learnings - Educate the sales and marketing teams about what's working, what's not, and what we need to do to get better
- This is not a strategy-only role where you delegate and move on—you will be expected to roll up your sleeves and execute, in addition to managing our website and ad agency partners
- You must consider yourself as an extension of the sales team. Deep experience partnering with B2B sellers is non-negotiable
- 7+ years in a B2B demand generation role
- A test & learn, "growth hacker" mentality. You are constantly optimizing and never settling for middle-of-the road results.
- Experience working in Hubspot and Salesforce or comparable systems
- Experience developing and deploying ABM campaigns targeted to enterprise-level accounts
- Deep experience with paid search and digital advertising
- Strong analytical mindset paired with a creative and agile approach to ensure we're consistently peppering the market with high-quality, high-converting campaigns
- Outstanding written and verbal communication skills
- Ability to work cross functionally and collaborate with other departments is critical
- A strong understanding of the B2B buyer journey and how to move prospects from one phase to the next
- Bachelor's degree
- Comprehensive medical, dental and vision insurance plans with BlueCross BlueShield, 95% paid by employer
- 401(k) with company match, and environmentally responsible investment options
- Flexible PTO plus 9 company holidays, and additional paid days for sick leave, etc (including sustainability or social justice volunteer events)
- Generous fully paid parental leave for both birth parents and non-birth parents
- Fully employer paid disability and life insurances
- Wellness and fitness reimbursements
- Monthly stipends for cell phone use and commuting costs
- Onsite snacks and (of course) unlimited Bevi ... plus composting and terracycling, too
- Happy hours, pancake breakfasts, Hero awards - and more!
- Join a team that shares our Bevi Core Values:
- Put Customers First
- Be Great to Work with
- Raise the Bar Together
- Act Like You Own the Business
- Be Curious and Ask Why
- Champion Sustainability


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How to Grow Beetroots in Pots at Home: Gardener Shows in 10 Simple Steps
Swati Dwivedi (35), a resident of Bengaluru, who grows over 200 plants at home and runs the Backyard Gardening channel on YouTube shares how to grow organic beetroots at home in pots.
Swati Dwivedi (35), a resident of Bengaluru has been fond of gardening since her childhood. So it's only natural that even with her full-time job as a Human Resources professional, she pursues her hobby of growing plants in her backyard.
"Seeing how I grew over 200 plants at home, several people would ask for tips and advice. So, in 2017, I launched a YouTube channel to make explainer videos, and today, I have over 95,000 subscribers," says Swati.
Recently, Swati made a short video on how you can grow beetroot at home, using the store-bought vegetable.
"Though it is a long process, one can use this method to grow organic vegetables at home and eat healthily," says Swati, adding that it is a low-calorie vegetable that is known for promoting good health.
Recent studies claim that the cooked vegetable or its juice can improve blood flow, haemoglobin levels, and reduce blood pressure. However, to gain these benefits one must consume the organic vegetable that is not laced with chemicals.
Here's how you can grow organic seeds from store-bought beetroots
Things you will need
- 1 Beetroot
- 1 Bowl
- Water
- Potting mix
- 1 Container
Step 1: Take a store-bought beetroot and remove the dry leaves from the top.
Step 2: Slice the top half along with the shoots and leaves.
Step 3: Place this half in a bowl or a shallow plate, and fill it with some water.
Note: Do not submerge the beetroot top as it may start rotting.
Step 4: Keep this on your kitchen counter or on a windowsill where it does not get direct sunlight.
Step 5: Within three or four days you will see fresh leaves growing from the beetroot.
Note: Replace and add fresh water every alternate day. By the 15th day, you will notice the leaves have grown bigger and you can transfer this to a pot with organic potting mix. Keep this under partial shade.
Step 6: Water the cutting well and allow it to grow for another three or four months, until the plant starts to produce flowers.
"These flowers and stems must be harvested and dried under the shade for a few days. From this, the seeds can be harvested and stored until the planting season in winters," says Swati.
You can either grow your seeds or purchase some from a store.
How to grow the beetroot:
Step 1: Place the seeds in damp potting soil at a distance of one inch from each other.
Step 2: Cover the seeds with soil and water again.
Step 3: Within 24 days, the seeds will have sprouted.
Step 4: Carefully remove the saplings and transfer them to a larger container or the soil in your garden.
Note: The beets must be grown in a shady area, watered once a week, and provided with mild, homemade fertilizers after a few weeks of growth.
Within 90 days, the vegetable will be ready for harvest. If you wish to see the process, watch this video.
Edited by Yoshita Rao
This story made me
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text: Multitech Institute is one of the best laptop repairing course in Tilak Nagar, Delhi. It provides excellent technical and rational education on chip-level and card-level laptop repairs. Fast Tech provides college students with 100% work and business-oriented laptop repair and training. Service center training is the main topic of tip-level advanced laptop repair courses. Meanwhile, as part of a laptop repair course, students will have the opportunity to enjoy real desktop and laptop repairs.


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Wausau Area H.O.P.E. Hmong Women Scholarship
Community Foundation of North Central Wisconsin
The Wausau Area H.O.P.E. Hmong Women Scholarship is open to Hmong female students who are from the greater Wausau area. You must have a minimum 2.5 GPA and be enrolled full- time in an accredited college or university. Additionally, you must exhibit personal integrity, show a desire to better your community, and be a role model for younger girls to be eligible for this award.
Visit the provider's website to get more information and apply:
Copyright © 2024


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text:
Indian Navy achieves historic milestone
Source: By Huma Siddiqui: The Financial Express
The Indian Navy test pilots on 25 May 2023, achieved another historic milestone when the MiG-29K made its maiden night landing on the country's first indigenous aircraft carrier INS Vikrant. The focus of the Indian Navy has been to make the new aircraft carrier fully ready for air combat before the end of 2023.
Why is this challenging?
According to the official spokesperson of the Indian Navy Commander Vivek Madhwal the night time landing on the deck of the aircraft carrier has demonstrated the skill, professionalism and the resolve of the naval pilots and crew of the aircraft carrier INS Vikrant. Adding, this has also shown the navy's focus and journey towards achieving self reliance or 'Atmanirbharta'.
Earlier this year, on 6 February 2023, the Indian Navy test pilots successfully landed the Light Combat Aircraft (naval version) and the MiG-29k on board INS Vikrant. The landing of the MiG-29k during night time is an important achievement as not only does it enhance the combat readiness of the Navy but also marks the successful integration of the aircraft with the indigenous aircraft carrier.
About the INS Vikrant
This is the most complex warship ever built in India which was built by Cochin shipyard Limited and was designed by the Warship Design Bureau of the Indian Navy. Financial Express Online has reported earlier that the indigenous carrier went for its first Sea Trials back in August 2021 and a year later on 2 September 2022, this was commissioned in the Indian Navy as INS Vikrant by Prime Minister Narendra Modi.
This aircraft carrier can hold up to 30 aircraft – this means around 18 fighter jets and helicopters. Currently there are Advanced Light Helicopters on board and three MiG29K fighter jets.
Combat ready
Since December 2022 the new aircraft carrier has been undertaking Air Certification and Flight Integration Trials with Fixed Wing and Rotary Wing aircraft with the aim of being 'combat ready'.
MiG 29k
According to reports the MiG 29 Ks were inducted in 2010 and the first squadron in the Indian Navy was commissioned in 2013. These were operating from INS Vikramaditya aircraft carrier.
Currently the navy has more than 40 MiG-29ks and these aircraft will operate from the two aircraft carriers the navy has – INS Vikramaditya and INS Vikrant. This means 18-20 aircraft are expected to operate from each carrier.
The Indian Navy is scouting around for around 26 more fighter jets to operate from the aircraft carrier. The Navy has already submitted its report after two aircraft – the French Rafale (M) and the F-18 Super Hornet of the US completed their trials successfully.