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Preface | |
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Introduction, and Some Thoughts on the Profession at Y2K | |
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Making Projects | |
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Marketing | |
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Processes for Making Projects | |
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An Overview of Marketing | |
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Marketing Tools and Systems | |
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Indirect Marketing | |
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What Are You Marketing? | |
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What Are They Buying? | |
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From the AIA Survey of the Market | |
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The B141 as a Tool for Diversification | |
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Planning 101 | |
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Availability and Playing the Telephone | |
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Lateral Leadership | |
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Improving Your Self-Image | |
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What Best Describes Design Excellence? | |
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Crafting a Marketing Message | |
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Architect Selection | |
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Architects Say They Need | |
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Direct Marketing | |
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A Marketing Form | |
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Clienting 101 | |
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Client Selection | |
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Up-Front Work with the B141 | |
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Preproposal Meetings | |
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Winning the RFP Game | |
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Marketing Presentations for Fun and Profit | |
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Sell to Their Perception of You | |
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Misperceptions You Can't Let Stand | |
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Negotiation | |
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Negotiation Theory from Getting to Yes | |
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About the Standard of Care | |
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Principles for Writing Contracts | |
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Preparing for Negotiation | |
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Using the B141 for Preparation | |
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Letter of Agreement | |
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The Scope Memo Approach | |
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Negotiation Design Checklist | |
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The Hybrid Fee | |
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Step by Step Preparation | |
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While You're Negotiating | |
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Three Things You Don't Leave Out in Negotiation | |
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Core Stuff: the Time, Money, and People Part | |
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Collections | |
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Retainers | |
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Up Front | |
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Invoicing | |
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Guaranteed Satisfaction with the Service?!? | |
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Your Mindset | |
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Tactics for Slow-Pay/No-Pay Clients | |
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About Money | |
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Personal Finances | |
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Overhead and Profit: Keeping It All Together | |
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Pricing Your Projects | |
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Compensation Methods Compared | |
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Market Forces | |
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Client Factors | |
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Don't Manage Time, Manager Yourself | |
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Time Management Systems | |
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The Sketchbook/Journal Revisited | |
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On the Uses of Humor and Graphics | |
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Interpersonal Skills | |
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Wiifm | |
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Theory | |
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Skill Set: One-on-One | |
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For Drawing Out Loud! | |
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Summary: Active Listening/Straight Talk | |
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Groupwork | |
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The Facilitator's Role | |
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Meeting Preparation | |
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Tool Kit | |
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Logistics | |
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Meeting Design | |
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Meeting Process | |
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Exercises to Enlarge the Context | |
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Exercises for Narrowing the Focus, Making Decisions | |
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Vote-Free Decisions | |
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Doing Projects | |
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Where I'm Coming From with This | |
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Getting the Firm out of the Way | |
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Practice Full Disclosure | |
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The Firm Organization | |
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Work in Adhoc, Project-Specific Teams | |
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Decide--Don't Vote | |
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Have Only an Implied Internal Hierarchy | |
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Nurture a Design Culture | |
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Track Rework and the Cause | |
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Don't Call It Quality Management | |
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Gap Survey | |
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Performance Evaluations | |
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The Four-Box Matrix of Management Behaviors | |
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Personnel Performance Evaluation Form | |
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Tips for Better Projects | |
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Programming | |
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Conduct Predesign | |
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Design All the Time | |
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To Make an On-Site Charrette Work | |
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With the Client Talk Everything Else but Design | |
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Keep a Holistic Approach | |
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Respond to Obstacles with Lateral Moves | |
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Use Precedent as a Launch Platform | |
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Photocopy Production Tips | |
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Tips for Quality Assurance Checking | |
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Frequent Construction-Site Meetings | |
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Project Reviews and Postmortems | |
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Project Management as Lateral Leadership | |
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Post-Occupancy and Predesign | |
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Post-Occupancy Evaluation: The How-To Part | |
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POE Form | |
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Predesign: The How-To Part | |
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Why Post-Occupancy Evaluation | |
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Why Predesign: Case Studies | |
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Afterword | |
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Postscript: On the Dharma of Ineffable Drawings | |