How to Improve your Submittals with a Project Management Process

Many years ago, I began my interior design career at a tiny commercial architecture firm. At the time, the firm was drowning with work. The owner of the firm was working an excessive number of hours and was exhausted. He was struggling to remember each project status. One minute, he was working on one project, pulling together the necessary information to submit, then a client call would send him in a completely different direction, forgetting all about the initial project. The disorganization and the lack of focus caused missed submittal deadlines and ultimately frustrated clients. He needed help identifying where projects were in his process. He needed a project management process.

We all have a way of doing things, but when work becomes too much, it is easy to feel incredibly overwhelmed and for tasks to fall through the cracks. This architect was missing a formal project management process that would allow him to see a quick status of each project and what needed to be done, and the next steps. If he had that, he could quickly look up a project when a client called and give a status update without digging through a pile of papers, then move back to the most pressing project. Staying on task is one of the hardest things for many business owners.

As interior designers, we have multiple items going on at one time. One of the biggest challenges our industry faces is project management, especially when you have multiple projects in multiple jurisdictions. Understanding what is required by jurisdiction, which codebook is being followed, and what other nuances need to be considered can feel overwhelming. Then add on the multiple disciplines that you may be working with the develop a set of drawings, such as the MEP engineers, and don’t forget to call the vendors to determine their lead times, make an appointment with the client to review progress, and hold a team meeting on the project.

An even bigger problem is understanding who is responsible for which task. If you have had finger pointing on a project that goes something like, “I thought she was doing it,” then you understand what I am stating. I see many firms struggle with is responsibility. Who is responsible for doing X, Y, and Z? Who is responsible for bringing it all together?

When I began to work at the firm, it was apparent that the principal was overwhelmed and that made for a challenging beginning. In truth, the architect principal knew he needed help, but he had no idea where to turn. The reality was that he was great at design. As a relatively new business owner, he had little to no experience running a business, managing people, and growing a business. Essentially, he was flying by the seat of his pants. Just to give you an idea of how severe the problem became, he had not billed clients for over 4 months when I came in. If you don’t bill, then you don’t get paid. This is a big problem. Using what I knew from my marketing career, I jumped in to help.

The first thing we did was evaluate different project management software programs. We decided to use Smartsheet. It was one I was familiar with in my previous career in marketing, and it was cost-effective. Smartsheet works similar to excel, but it has more features specific to project management. There are many software programs available and different price points.

I started by adding a template that included the standard project by identifying each step from the new client to construction. (At the time, Smartsheet allowed you to use the program for free up to 10 projects.) Then I multiplied the template for each project. I customized each project with jurisdiction requirements that pertained to that project and then added statuses for each task based on each project. Yes, it was a lot of work.

However, once the system was set up and I had templates for each jurisdiction, all I had to do was pick a template when a new project started and make minor adjustments. I was also able to set estimated time periods for each task as well. This helped give the client realistic timelines for a project.

Fast forward many years later, and the system I set up is still running smoothly for that firm. The firm has grown unbelievable fast over the last 6 or 7 years. At first, the principal was responsible for reviewing the software daily, identifying what needed to be accomplished, and assigning a responsible party. Now, he has hired a project manager who owns the system and works with each architect, draftsperson, and consultant to ensure deadlines are being met and the process is being followed. She sits down with each project lead and discusses the status and how she can help the team. Then she reports back to the principal. He can also access any project to see where it stands. This is great when he gets a client call.

This system has resulted in increased efficiency and reduced project hours; no more wasting time figuring out what each jurisdiction needs, which is work on what or calling around trying to find answers. The centralized system allows answers to be found more quickly, and work can move along at a swifter pace. The system improved client relationships by ensuring that deadlines were met and that client updates were given regularly.