5 Keys to Delivering Better AEC Projects: Empower Key Stakeholders with Insights

AEC firms drive their business forward by winning more projects and delivering better results. Optimizing the firm’s oversight and management of every aspect of the project lifecycle is the best way to achieve the goal – you need to sell yourselves effectively, manage your projects efficiently and account for the organization judiciously. 

To get there, key stakeholders need to be empowered with information telling them how their functional area is performing against its objectives, as well as showing the impact this performance has on business forecasts. Information empowers the stakeholder when it’s timely, accurate, digestible – and, most of all, actionable.  

Stakeholders at an AEC firm – who are they and what do they need? 

An AEC firm focuses on managing four functional areas: sales, projects, people, and the organization. In each area, stakeholders require focused measures to gain actionable insight. Here are some of the key metrics these stakeholders use to make decisions: 

Collage displaying stakeholders within a professional services firm

Your win rate, pipeline and backlog will help you understand what the organization can expect regarding new business and top line revenue growth. Key metrics from the beginning of the project lifecycle give the firm information that will impact their approach to the market, pricing decisions and staffing levels. 

Service Delivery 
Ensuring on time and on budget project delivery requires the project manager to have immediate access to information such as budget spent, progress made, and effort billed. With the correct information, the project manager can take immediate action and avoid expending out-of-scope effort. As a result, projects become more profitable. 

Finance and Operations 
Meeting the organization’s objectives of revenue growth and improved profitability is made possible through regular monitoring of efficiency measures like revenue leakage and labor write-offs. An accurate and timely view of firmwide financial metrics drives decisions about the pursuit of specific regions, markets, and services – the entire direction of the firm. 

Human Resources and Talent Management 
For a professional services firm, nothing has a more dramatic impact on the current and future health of the company than employee attrition. Statistics show that it takes a firm more than 75 days to recruit and hire a new employee. Knowing where your firm stands when compared to peer firms informs you as to your firm’s effectiveness in the competitive labor market.  

Enabling data-driven decisions: Management dashboards 

In aec360, we’ve developed data models that are not only specific to the AEC industry but are also specific to each of these functional areas. Role-based dashboards are designed to turn data into decision criteria. With that, we empower our stakeholders with information they need to make intelligent business decisions and drive the business forward.  

The screenshot below shows an example of a Regional Manager’s role-based dashboard.

An example of a role-based dashboard

In a typical dashboard, a graph or chart may give the stakeholder an overview of what is currently happening in their functional area. They can drill-down to explore the layer of history that uncovers why this is happening. Then, the dashboard uses predictive analytics to take that historical data and predict what will happen going forward. 

Knowing the present situation, how you got there and what will happen going forward, is the foundation for the stakeholder’s next business decision and action step. 

Role-based Information – Practice Manager Dashboard example 

For a Practice Manager, the role requires completely different information to gain insight into this functional area. Key practice level metrics are delivered with visualizers to clearly describe the current state of the practice.  

A sample of a practice manager dashboard showing the current state of the practice

The Practice Manager needs to react to measures in several areas across the entire organization.  

  • Is the firm hitting its revenue target? The Practice Manager may consider taking the step of adjusting the price or changing the profile of an acceptable opportunity in a go/no-go process.  
  • Is the cash cycle healthy? It may take too long to adjust client bills, so the Practice Manager would investigate streamlining the bill approval process. 
  • Are people fully utilized and billable? Issues with this could prompt the Practice Manager to emphasize resource management in the organization and get further involved in the process.  

With role-based dashboards, it’s an iterative process. The dashboard provides feedback as to the effectiveness of the stakeholder’s decisions and actions, allowing them to refine their approach.  

In summary, each functional area in an AEC firm has processes that generate a lot of data. Each of them needs that data turned into meaningful information. Information empowers the stakeholder when it’s timely, accurate, digestible and, most of all, actionable. This insight supports intelligent business decisions that stakeholders in the firm make to meet the company’s objectives.  

After diving into the 5 Keys to deliver better AEC projects, are you ready to get the conversation started? Contact us today.

Michael D’Alesio is VP, Customer Care at HSO ProServ | Michael has served in many roles during his tenure in the Microsoft Partner Channel for the past 25-years.  Michael currently is responsible for supporting, enabling and strategically leading the HSO ProServ Team responsible for HSO ProServ D365 installed based customers to accept, adopt the Microsoft platforms to ensure they attain business value and user adoption.

Gary Mills serves as Senior Vice President of Finance, Planning & Analysis for HSO | ProServ. Gary’s diverse industry background brings a unique perspective to the company, with more than 30 years in corporate finance, banking and commercial real estate.

In his role as CFO of HSO | ProServ, Brian Lounds leverages deep experience implementing Microsoft Dynamics ERP solutions to drive excellence into the organization’s financial and practice management practices. Having worked with Dynamics solutions since 1998, he has a strong understanding of technology solutions and their application
to business initiatives.

Whit McIsaac is CEO of HSO | ProServ and brings over 20 years of leadership experience in the Microsoft Dynamics ecosystem to drive the group’s overall business strategy. Whit was Co-founder and CEO of aec360 and legal360 prior to merging these practices into sa.global, where he served as CEO of the Americas prior to launching HSO | ProServ.

Andy Yeomans brings nearly 20 years of Microsoft Dynamics sales and marketing experience to lead the HSO | ProServ sales organization. Under Andy’s leadership, the organization has shown strong growth and has consistently been recognized by Microsoft as a top performing partner, winning multiple Microsoft Inner Circle and Partner of the Year awards.

Jan Dahl Sorensen’s deep experience with Microsoft Dynamics gives him a unique foundation to guide the HSO | ProServ client success team. As part of the original development team under Damgaard Data, Jan has been working with the Microsoft Dynamics ERP solutions since 1995.

Joe Stuckey is EVP and Director of CRM Product Development for HSO | ProServ, leading the company’s CRM product development efforts across the legal, AEC, consulting, and accounting markets. Joe leverages the power of Microsoft Dynamics and Power Platform technologies to design and develop purpose-built industry solutions.

Paramesh Rajan is VP, Technology at HSO | ProServ. Paramesh has served in many Microsoft Dynamics project and program management roles over the past 20 years, and currently drives the development of the organization’s vertical ERP and HR solutions and outsourced development services.

A highly respected Microsoft Dynamics veteran, Jen Wisemore serves as CAO for HSO | ProServ. Jen was instrumental in the launch of sa.global’s US subsidiary in 2007 and has served in a wide variety of roles within Microsoft Dynamics consultancies across sales, pre-sales, program management, and leadership capacities.

John Aschenbrener is Director of Delivery Services for HSO | ProServ. John brings over 20 years of Microsoft Dynamics project and program management, consulting, and architect experience to his current role where he is responsible for driving PMO standards, methodology, and overall project delivery.

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In his role as Chief Operating Officer, Sean Skiver brings nearly 25 years of broad Microsoft Dynamics experience to provide strategic leadership around product development and client delivery services across the organization’s solutions and industry segments.

Amy Spencer leads the team that is responsible for go-to-market strategies, messaging, and demand generation in the US.

Amy earned a Bachelor of Arts degree in Communications from The College of New Jersey and has 25+ years of experience in marketing management for technology and professional services companies.

As Vice President of Human Resources for HSO, Kristen Ramerini is responsible for initiatives including recruitment, onboarding, professional development/career progression, performance management, culture, and employee retention. Prior to her position with HSO, she worked in human resources and recruiting for Seviroli Foods on Long Island and CCN, Inc. in New York City. She holds an MA in Industrial/Organizational Psychology from Hofstra University and is PHR certified.

Darren Gooding is VP of Delivery for HSO | ProServ, leading the company’s CRM delivery across the legal, AEC, consulting, and accounting markets. Darren applies his 25 years of experience and HSO’s industry focused intellectual property to successfully deliver large-scale, global engagements that ensure customer success.