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 If you are happy with your way of storing your files, then this won't help you. If not, you may get an idea or two here.
 Do you have an easy way to determine the Deliverables you will need
to produce to complete a project?  This is one of the chapters in my e-book, Trello-PM. I want to give you a glimpse at what it is like to get set up with Trello™. See what you think...
 Three things are needed to be profitable. Of course I am referring to the time after you have secured a commission to design a project and also a reasonable fee to do the work.
 What You Need To Know
93% of architectural firms don't need accounting - bookkeeping is plenty.  A while back I posted an article about Additional Services. There are a lot of circumstances that arise where additional compensation for Additional Services is called for. In that first post I offered a simple way to get the issue on the table and approved. The second part of the issue is recognizing Additional Services.
 Image from Vulcraft The ‘Standard Details’ concept is deceptively simple. “An easily accessed library of building details that describe how you like to do things.” Everybody gets that.
Have you ever tried to do it? Successfully? I found success elusive. But it is worth a try. Here is why ... 
The Kolbe System is a very useful tool that gives you an insight into another dimension of your colleagues - how they prefer to take action. This is something you should be aware of sooner rather than later. It is especially helpful when hiring. 
I'm pretty ambivalent about employee reviews. From having done them, I know they are time-consuming if you are conscientious. I don't have any experience whatsoever in receiving a review. I know I am not like anyone else (we are all unique after all). Nevertheless I don't get it. If you don't give feedback daily/weekly, how does an annual/semi-annual review make up for it? If you do give feedback daily/weekly, what is an annual/semi-annual review for?
 Big Picture Advice For SuccessI received the best advice of my career, two years after retiring.
That's when I finally got around to investigating the E-Myth. I was cleaning up old TO-DO lists, and got intrigued. What I learned is what 'working ON your firm' rather than 'working IN your firm' means in a practical sense. The Bottom Line: Develop your firm as though you plan to franchise it - even if you have no intention of doing that. If you don't make your firm into a 'franchise', then you and your firm are the same entity - and the firm only has value while you are part of it. If building a franchise is off-putting, you might think of the strategy as documenting your business knowledge, your methodology, your "How we do things around here". Besides the economic advantage of building a replicate-able business that you can eventually sell, there are three other main advantages. 
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