The teams cried, moaned & denounced the software many times during their learning curve. They had settled into a comfort zone & not many of them wanted to leave this familiar cocoon.  Thankfully, I had executive support for this launch & so it was mandated across the company.  Executive support is really important to the process.  We are fortunate to have an executive team that welcomes innovation & technology.  When you have the top brass embrace the software, your staff takes notice & follows suit.

As each team was trained, the staff gave me a lot of feedback & questions.  The teams encountered some different situations on their projects, than I had on my project.  I was flooded with calls in the first few months of our launch from them.  I became our own internal tech support for Viewpoint.  Some of our staff, just needed a little more training or helpful hints.  Others had amazing ideas or real issues that we needed to deal with.  And there were those individuals that would just call to vent, as they got comfortable with the change.  I took all of their phone calls.  I got a new legal pad & started working on their issues in order of importance.  We were able to overcome 95% of every call with the addition of custom fields, new status IDs, modified reports or changes to our processes.  As overwhelmed as I was at times by the calls, I was impressed with the ability of the software to meet our demands.  Each call also made me a better Viewpoint trainer & user.

Word of advice, when a team member calls you & leaves you stumped with their question or problem, I take a deep breath & proceed with the following steps:

1. Ask them to explain the issue & the desired result.  Get in there & really understand what they want to do & why.  I think of the issue in terms of its effect on our workflow & other staff.

2. Still stumped?  Call them back.  Sometimes I  come up with a solution fairly quickly, other times I need to call Viewpoint for additional support.  But the time away from the user lets you think it over clearly.

3. Did you conclude that the desired result is impossible? Unnecessary?  Have some tact in your explanation to the user, after all they did take the time to call you for help.  I always advise them to make suggestions to Viewpoint.  After all, Viewpoint's best feedback comes from users like them.

As the staff started seeing their concerns & feedback being addressed, they started appreciating Viewpoint’s capacity.  Our Project Management staff now relies on Viewpoint more than any other piece of software (even the almighty Outlook). In the first few weeks of our launch, I was completely overloaded & was barely able to see the light at the end of the tunnel.  But you need to keep things in perspective, you are asking staff to make changes, improving your workflow & most importantly amassing a powerful database.  It was well worth it!

“Special thanks to Thomas, David, Debbie and Lumas for bringing in this project 3 weeks early!”
Alberto Gil, Vice President of Construction for ANF Group, Inc.

The Team consisted of:

• Thomas Manos, Project Manager/Superintendent
• David Gonzalez, Project Engineer
• Debbie Coughlin, Project Engineer
• Lumas Ifrene, Field Assistant

We would also like to thank the Amazing Staff at (PGH) Palmetto General Hospital for all of their support and clear lines of communications through-out this process.

As I learned how to perform every function in the Project Management module, I started printing out reports & forms for each of the functions.  And while I love the multitude of documents & reports offered by Viewpoint, none of them included our logo or contact information.  After so many years in business, our forms had a certain professional look that we did not want to get away from, so right out of the gate we needed modifications.

I started simple by using the PM Create & Send Templates.  I created a couple of documents & it was easy  (you must be at least an intermediate Microsoft Word user).  In fact, I ended up upgrading the look of our forms.  Then I was informed about Crystal Reports & it was suggested that we purchase our own copy of the software.  Truth be told, I have never heard of Crystal Reports.

While we ordered the software,  our Controller decided to hire Viewpoint to create a custom Change Order & Change Order Request form.  We needed these forms right away to implement the module & we needed to get them right.  In the meantime, I got the software installed & ordered a couple of Crystal Reports books.  Five years ago, when our implementation occurred, Viewpoint was not offering Crystal Reports classes yet.  I could not find any local classes to train me either.  So I had to bear down, with the books.  I found the best book to be “The Complete Reference Crystal Reports XI” (which is for the version of Crystal we are running).  *Tip – Check with Viewpoint Tech Support on which version of Crystal Reports their staff supports/recommends before you make a purchase.

I personally learn better hands-on, so that was my approach.  My first attempt with Crystal was simply to add a logo to an existing Viewpoint report.  Viewpoint makes it all very simple & allows you to copy one of their reports with the same settings, parameters, etc..  It was easy to get in there & start modifying the reports.  But I will tell you that Crystal Reports is not an intuitive software,  so don’t expect to go in their cold turkey, you will need to study or get some REAL training.  The very simple task of adding a logo took me a lot longer than I anticipated, but it was the start.  Unless you or someone from organization is going to study Crystal Reports, you might want to leave this to a professional.

It is important to note that even though I started creating our own Crystal Reports, I was never totally alone in the process.  I made tremendous progress with the help of Viewpoint’s tech support.  The amazing techs are not there to train you, but when I had a specific hurdle that I could not overcome, they were there to push me in the right direction.  I could not have accomplished so much without them.

In the five years since we started, I have since added over 40 Crystal Reports for ANF Group for the different Viewpoint modules; plus I have enhanced these reports many times along the way.  A big benefit has been that I was able to load custom forms required by certain Architects & Owners (RFI forms or CORs), and diminished the duplication of work that these custom forms cause.  Crystal Reports was also key in eliminating a multitude of spreadsheets that we were using & our staff saves dozens of hours each month.  We now have reports, with key data used across all the departments, in our organization from Business Development all the way to Project Close-Out.

I will tell you that I keep a list at my desk, with the top reports that I would like to add to our repertoire.  My list has never been shorter than 10 reports & I think that speaks to the power of this software.  You can customize this software & its reports, in so many ways that it is limited primarily by your own imagination & company needs.  For me personally, Crystal Reports became an obsession of sorts & almost a weekend hobby, but not everyone is going to feel this way & that is perfectly normal.  However, if you decide to look into the “Crystal” ball, I am sure you will like what you see.

Be careful what you wish for!  I got what I wanted, to be the guinea pig of the implementation of Viewpoint’s Project Management module as I detailed in Lesson #1.  I really had no idea where to start, so I went back to basics.  I got a legal notepad and pen.  I wrote down a list of all the functions that our Project Management team did using a computer.  Next to each function, I wrote what software we used to perform it (Excel, Word, Outlook or existing PM software).   I wrote down things like Drawing Logs, RFIs, Meeting Minutes, Change Orders, RFQs, etc.  I set my first goal, which was to target the functions that we performed in our existing project management software.

With my target list, I started one function at a time.  I would literally create, for example, a Submittal in my old software and then go step by step to perform the same function in Viewpoint.  I would then look for the variations in the steps or any missing/additional data.  I learned how to create custom fields for any additional data that we needed in Viewpoint.  There were not a lot of custom fields needed, but having this ability was a game changer & gave us increased productivity.  For example, we added a custom field to RFIs that allows us to identify RFIs by division #, thus making it easier for our pre-construction team to review subcontractor quotes.

After I nailed down the first function, I would move on to the next one.  I tackled it one step at a time and I practiced each function in the sample company.  I called Viewpoint Tech Support (among the best tech people ever!) and they walked me through any rough spots.  I also hit the F1 key in every form and every field to read the help guide.  The more I read, practiced, and tinkered with it, the more I realized the power this software would provide us.

At times, you may feel like I did, that I was recreating the wheel, but it ended up being great for our company.  This transition is an opportunity to review workflow, fine tune your process and in the end make your staff more efficient.  Slowly but surely, we got rid of the majority of our Excel and Word usage by streamlining those functions to Viewpoint.  My advice is to go out and re-create your wheel!

Five years ago, our company set out to implement the Project Management module, after six months of using the Accounting modules.  We had a Viewpoint Trainer come on-site to hold a one week training session for our Project Management staff.  We thought it was a great time for our company to transition, since we were about to start building the Nova Southeastern University Lower School Campus.  The logic was that our staff would get a fresh start with the software on a good size project.  What we did not foresee is that Viewpoint is a large software & our company had a detailed workflow; so we needed to not only be trained on the software we needed to fit it into our workflow.  The training was meant to be one size fits all but it couldn’t be for us.

I attended the training and I was immediately overwhelmed.  I asked tons of questions & probably got under the Trainer’s skin as she tried to help all my counterparts, not just me. Our Vice President of Construction, also sat through this training (which was important).  He started noticing my questions; I had so many of them.  By the end of day two, I was convinced that I wanted to get involved with this software.  I was not on the Nova Southeastern team, in fact I was slated to begin a much smaller project, an Ambulatory Surgical Center for Broward Health.  I volunteered my team to be the guinea pig for the software.  No one else seemed ready to tackle it on, so it was easy to get our VP of Construction to give me the green light.

The Viewpoint Trainer was very gracious with me & stayed after the group training to talk to me.  She provided me with enough information to start my odyssey.  But the first lesson learned for us, was that we should have only trained a small group & set our sights to begin on a smaller scale project.  Viewpoint, at the time offered 2 basic types of training – you go to them or they come to you.  I think we made the right decision about having the Trainer come to us, but we were too ambitious in thinking we could all be trained in one week on a software we knew nothing about.  A better idea would have been to have a small team play around with the software & come to the training after conducting some research.  Then eventually that group or group leader trains the rest of your staff.

I am glad to see that Viewpoint now offers many classes both online & at locations across the country.  These classes would have been very beneficial to us & I believe new users should take advantage of these learning opportunities.  The more research you can conduct before the implementation the better.  Also keep in mind that you do not have to pull the plug on your existing software to start the implementation.  We started it one new project at a time which minimized our growing pains.

Fast forward 17 years later and I cannot remember that last time I created a formal letter.  All my formal communication at work and home are handled conveniently via email.  But with this new technology, we at times lose the respect & professionalism that letter writing provided.  There are several articles outlining proper email etiquette, which I recommend you read.  But here are my top pointers on email writing :

Proof Reading:  It happens quite often, we get upset or aggravated with someone or something.  We decide to the give them a piece of our mind via email.  We rant in the email as if it was a Facebook post on murdered puppies or other injustices of the world.  Now your moment of aggravation is forever documented.  Or worse yet, you are not angry — you are just busy & you replied in such a matter-of-fact way that the recipient reads it & assumes you are upset.  Which is why I recommend implementing a 3 Proof Rule:

1^st proof – Read it and ask yourself:  Does it make sense?  How’s the grammar?  Are you being clear & concise?

2^nd proof – Read it from the recipient’s point of view.  Business emails are all about informing or requesting something.  So ask yourself, does my email professionally inform or request something, from the recipient.

3^rd proof – Read it as if you would be required to read the email aloud to your recipient in the presence of your boss & your boss’s boss.  Are you expressing yourself in a manner that is representative of yourself and/or company?  And yes, we all get upset but are you comfortable with it being documented on your permanent record.

Habitually CCing:  There are times when we need to carbon copy ( cc: )  someone to an email, however there are people that are Habitual CC’ers & all they do is clog our email accounts.  The negative effect of habitually cc’ing, is that eventually your emails are ignored & when you have something important to say it maybe overlooked.  Here are a couple of instances when you should CC others & the rest of time you should refrain:

1. Direct Requests:  Someone asks you to specifically send an email out and as a courtesy you copy them, so they know it was sent.
2. Co-workers / Team:  The email is about something that our co-workers or team members absolutely need to be in the loop about, because they will be directly affected by the email exchange.
3. Your Supervisor:  There is a potential issue or important information, that your supervisor must know about in detail & real-time.
4. Recipient’s Supervisor:  This should be reserved for requests that cannot be resolved by the recipient alone.  A lot of times, you know the person you are emailing cannot fully process your request without supervisory support or encouragement.
5. Replying:  If a client or subcontractor sends you an email copying your supervisor and others, as a courtesy, reply all so that your supervisor or others know this issue/request is being handled promptly.

Sign Off:  All business emails should have a signature.  The email signature is to emails, as equivalently important as the corporate letterhead is to letters.  It should include your full name, title, complete contact information (address, telephone, email), company name & logo.  Everyone at your organization should have the same format of email signature (same font, structure, data, etc.).   There is nothing more frustrating than needing to call back someone that emailed you & not having their information right in front of you.

Over the years I have been asked many times what it is like being a woman in construction.  As I sit at my computer at 5 in the morning, catching up on a few estimates that were due yesterday, I think we can all agree that no matter what your gender, we work in an extremely demanding, yet rewarding industry.  I can honestly say that being a woman has not prohibited my success in the industry but has often been an asset to my success.  That being said, there are moments of surprise when I encounter the prejudices that do exist in a world dominated by men.  Some of them have stayed with me.  I have heard people say, I didn’t think a woman could be an estimator.

How gender may impact cost of a job, or negotiating with a subcontractor I have yet to imagine?  Others have commented, being a mother could get in the way of doing your job.  Yes, I care about my kids as much as any mother, and I take a half day to go on a field trip with them once a year, but in exchange, I am up at 5 am working to make sure our client’s needs are met.  If I have one word of advice for the young ladies coming up in our industry, it is if you want to play in the sandbox, play by the rules.  This does not require you to stop being feminine or change who you are, but it is a simple recognition that there is a way business is done in our industry.  Observe the behavior around you, and accept that as in any industry, there are morays that people follow.  Learn what they are and implement them and you can accomplish anything you set your mind to.

Below is a link for further reading on things young women in business need to know.

https://www.linkedin.com/today/post/article/20121127004642-1291685-three-things-young-women-in-business-need-to-know?_mSplash=1

Seven Prominent South Florida General Contractors each took the stage to describe how their $500 Million in upcoming projects will create thousands of jobs for the South Florida economy.

ANF Group, Balfour Beatty, Link Construction Group, Miller Construction Company, Moss & Associates, Stiles Construction and Suffolk Construction will individually announce eligibility requirements, bid dates and other details for their upcoming projects.

Some of the jobs hoped to be created by these upcoming projects consist of: electrical jobs, plumbing jobs, masonry jobs, roofing jobs, landscaping jobs, drywall jobs, painting jobs, carpentry jobs, flooring jobs, HVAC jobs, earthwork jobs, steelwork jobs, paving jobs and others. Of the few remaining seats, all are anticipated to be sold and filled by the morning of the event.

Attendees also had the opportunity to see demonstrations of how general contractors and project owners are using jobsite123 to verify whether or not a contractor matches a project needs.

Mouji Linarez-Castillo our Director of Preconstruction speaking at Jobsite 123's South Florida
Jobs Breakfast held at the Signature Grand in Davie, FL

Please be advised that beginning November 5, 2012 ANF Group, Inc. will be conducting business at our New Corporate Headquarters in Davie, FL.

Our New Address is:

2700 Davie Road
Davie, FL 33314

Our Contact Information:

Office: (954) 693-9900
Fax: (954) 693-9901

Website: www.anfgroup.com
Facebook: www.facebook.com/anfgroup
Twitter: www.twitter.com/anfgroup
Linked In: www.linkedin.com/company/anf-group-inc

Please make note of our new information for your records.

South Florida Business Journal Released their Top 25 General Contractors.

ANF Group, Inc. received the ranking of 9 amongst South Florida Business Journal’s Top 25 General Contractors in South Florida.

14 ANF Group
12277 S.W. 55th St., Suite 901 (954) 693-9900
Cooper City 33330 (954) 693-9901
www.anfgroup.com
$61.3
$67.4
36
36 1
Provides preconstruction, construction management, design-build and general contracting services
President: Alberto Fernandez
WND 1981

Notes: South Florida refers to Miami-Dade, Broward and Palm Beach counties.

NR = Not ranked. NA = Not available or not applicable. WND = Would not disclose.
Sources: The companies Researched by Gilberto Medina gmedina@bizjournals.com

Ranked by 2011 revenue
Rank
Company Phone
Address Fax
Web site
Revenue
2011
2010
(millions)
S. Fla. staff
Total staff
Total offices Business description
Top local executive(s)
Email address(es)
Year established