Prepare Your Business - Capital
D. Brown Management
March 17, 2020
In times of uncertainty, the best strategy is to do everything possible to preserve your capital and ensure credit will be available as needed.
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Changes - Early Identification is Always Better
D. Brown Management
April 8, 2019
Early identification of changes and conflicts is the first key to success. The capability to identify changes and conflicts early in the process is a combination of organizational structure, systems, management, training, and coaching.
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Change Management Workflow (From Identification-to-Payment)
D. Brown Management
March 18, 2019
For contractors to manage changes effectively, they must understand the entire change management workflow up through the project owner’s approval and payment process.
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Changes - Impacts Beyond the Direct Costs
D. Brown Management
March 16, 2019
Contractors don't typically see the full negative impact of changes and, therefore, don’t put the right level of resources into their management.
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Changes and Cash Flow Improvement
D. Brown Management
March 13, 2019
Construction is a cash-intensive business and change orders are often one of the root causes of poor cash flow. A 30-day improvement to change management workflow can generate over $400K in additional cash flow for a $50M contractor.
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Project Cash Metric for Work-in-Progress (WIP)
D. Brown Management
February 19, 2019
Do your projects burn or build cash? The biggest cash flow variable for a contractor is their projects. Cash flow is a critical scoreboard metric for contractors.
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Two Critical Things Every Business Must Do
D. Brown Management
February 16, 2019
The business of construction is both challenging and exciting, with days full of risks and rewards. Jack Stack calls it “The Great Game of Business,” where he describes how to create a culture of ownership.
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Project Cash Metric and Cash vs. Margin Variance
D. Brown Management
November 10, 2018
Contracting is a very capital-intensive business and it is critical to constantly be watching cash flow performance. This metric is the highest level of an “OUTCOME” for cash flow at the project level, summarizing the performance of ops and accounting.
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Managing All Deliverables - Beyond the Basic Submittal Log
D. Brown Management
October 24, 2018
Maximize your people, projects, profitability, and customer relationships by making your submittal log and process a little less "efficient" and a whole lot more effective.
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The Contractor Scoreboard - A Contractor Must Do 3 Things
D. Brown Management
August 11, 2018
This outcome-based scoreboard keeps everyone focused on what matters. Avoid metric overload and diffusion of resources. All other metrics throughout all levels of the organization fall into a hierarchy below these with priorities changing over time.
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