General residential and commercial contractors can earn a lot, making it an attractive option for those seeking careers. To evaluate whether this is the field for you, we are presenting the responsibilities of general residential and commercial contractors as well as the necessary educational background and other requirements.

What General Residential and Commercial Contractors Do

General residential and commercial contractors work on various types of construction projects such as single detached homes, multi-unit residential projects, office buildings, shopping centers, schools and even roads. They are responsible for the entire project from beginning to end.

They work from the plans developed by an architect, preparing lists of subcontractors required, from builders to finishers, lists of materials and machinery needed, and other costs. From this, they prepare bids. Once a bid has been won, general residential and commercial contractors prepare contracts to be approved by the client. With the contract signed, all necessary permits are secured from local authorities. They then start hiring the builders and other subcontractors. They prepare the work schedule and coordinate everything, oversee actual construction work and quality control, do the final check on the project upon completion, and turn over the finished project to the client.

General residential and commercial contractors pay the subcontractors from the bid price they got. The remaining balance minus the cost of materials and other expenses is their service fee. It is therefore very important that their costing for the bid is accurate, otherwise they may end up not having enough funds left for themselves.

Requirements for General Residential or Commercial Contractors

To become a general residential or commercial contractor, you will need to be prepared through degrees or programs tackling Project Planning, Construction Terminology, Hazards and Safety, Materials Science, Finances and Contracts, and Ethics. Among the degrees commonly associated with this field are Building Construction, Construction Management and Construction Technology. Civil engineers and architects would also be qualified.

Aside from having the appropriate educational background, a general residential or commercial contractor will also need to be licensed to work in a particular state in the United States. Each state has its own requirements and procedures for licensing, including examinations. The basic requirements for all states, however, include being a US citizen or at least a legal resident, being older than 18 years old, and having graduated from high school. If you hold any other occupational license in that state, you should submit documentary evidence. If you have had any citations, violations or liens resulting from construction work, these should be explained in writing. All states require liability insurance and workers’ compensation coverage. To bid on work for state projects, you will have to go through prequalification. If you are a corporation, you should register with the Secretary of State. Depending on the state, you may be required to post a state license bond.

Aside from getting a state license, you might also need to get a separate business or occupation license in some counties and cities.

You should also familiarize yourself with the conditions set by the tax authority of each state.

The Outlook for General Residential or Commercial Contractors

Despite the global economic crisis and the downturn in real estate development, general residential and commercial contractors will never run out of projects. Residential and commercial buildings will always need improvements to stay fit for use and also to comply with changing safety regulations. Disasters such as fire, hurricanes and earthquakes will continue to create the need for new structures.

General residential and commercial contractors may experience lulls between projects but should be flexible enough to accept a wide range of project types and extend their reach to other regions in order to cope.

SFL BUILDING CONTRACTORS, CORP.
Contact Name: Michael Alfonso

Address: 6300 Jefferson St. Hollywood Florida 33023
Work: 954-600-4066

Fax: 954-343-8345
Email: info@sflcontractor.com
Website: www.sflcontractor.com
General Contractor - Certified in the State of Florida

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Every project manager and business leader needs to be aware of the practices and principles of effective risk management. Understanding how to identify and treat risks to an organisation, a programme or a project can save unnecessary difficulties later on, and will prepare managers and team members for any unavoidable incidences or issues.

The OGC M_o_R (Management of Risk) framework for risk management identifies twelve risk management principles, which are intended “not … to be prescriptive but [to] provide supportive guidance to enable organisations to develop their own policies, processes, strategies and plan.”

Organisational context
A fundamental principle of all generic management methods, including PRINCE2 and MSP as well as M_o_R, is that all organisations are different. Project managers, programme managers and risk managers need to consider the specific context of the organisation in order to ensure thorough identification of risks and appropriate risk treatment procedures.

The term ‘organisational context’ encompasses the political, economic, social, technological, legal and environmental backdrop of an organisation.

Stakeholder involvement
It is easy for a management team to become internalised and forget that stakeholders are also key participants in everyday business procedures, short-term projects and business-wide change programmes.

Understanding the roles of individual stakeholders and managing stakeholder involvement is crucial to successful risk management. Stakeholders should, as far as is appropriate, be made aware of risks to a project or programme. Within the context of risk management and stakeholder involvement, “appropriate” concerns: the identity and role of the stakeholder, the level of influence that the stakeholder has over and outside of the organisation, the level of investment that the stakeholder has in the organisation, and the type, probability and potential impact of the risk.

Organisational objectives
Risks exist only in relation to the activities and objectives of an organisation. Rain is a negative risk for a picnic, a positive risk for drought-ridden farmland and a non-risk for the occupants of a submarine.

It is imperative that the individual responsible for risk management (whether that is the business leader, the project/programme manager or a specialist risk manager) understands the objectives of the organisation, in order to ensure a tailored approach to risk management.

M_o_R approach
The processes, policies, strategies and plans within the M_o_R framework provide generic guidelines and templates for risk management within a particular organisation. These guidelines are based on the experience and research of professional risk managers from a wide range of organisations and management backgrounds. Following risk management best practices ensures that individuals involved in managing the risks associated with an organisation’s activity are able to learn from the mistakes, experiments and lessons of others.

Reporting
Accurately and clearly representing data, and the transmission of this data to the appropriate staff members, managers and stakeholders, is crucial to successful risk management. The M_o_R methodology provides standard templates and tested structures for managing the frequency, content and participants of risk communication.

Roles and responsibilities
Fundamental to risk management best practice is the clear definition of risk management roles and responsibilities. Individual functions and accountability must be transparent, both within and outside an organisation. This is important both in terms of organisational governance, and to ensure that all the necessary responsibilities are covered by appropriate individuals.

Support structure
A risk management support structure is the provision within an organisation of standardised guidelines, information, training and funding for individuals managing risks that may arise in any specific area or project.

This can include a centralised risk management team, a standard risk management approach and best-practice guidelines for reporting and reviewing organisational risks.

Early warning indicators
Risk identification is an essential first step for removing or alleviating risks. In some cases, however, it is not possible to remove risks in advance. Early warning indicators are pre-defined and quantified triggers that alert individuals responsible for risk management that an identified risk is imminent. This enables the most thorough and prepared approach to handling the situation.

Review cycle
Related to the need for early warning indicators is the review cycle. This establishes the regular review of identified risks and ensures that risk managers remain sensitive to new risks, and to the effectiveness of current risk management policies.

Overcoming barriers to M_o_R
Any successful risk management strategy requires thoughtful consideration of possible barriers to implementation. Common issues include:
•    established risk management roles, responsibilities, accountabilities and ownership
•    an appropriate budget for embedding a risk management approach and carrying out risk management activities
•    adequate and accessible risk management training, tools and techniques
•    risk management orientation, induction and training processes
•    regular assessment of M_o_R approach (including all of the above issues)

Supportive culture
Risk management underpins many different areas and aspects of an organisation’s activity. A supportive risk management culture is essential for ensuring that everybody with risk management responsibilities feels confident raising, discussing and managing risks. A supportive risk management culture will also include evaluation and reward of risk management competencies for the appropriate individuals.

Continual improvement
In an evolving organisation, nothing stands still. An effective risk management policy includes the capacity for re-evaluation and improvement. At a practical level, this will require the nomination of an individual or a group of individuals to the responsibility of ensuring that risk management policies and procedures are up-to-date, as well as the establishment of regular review cycles of the organisation’s risk management approach.

Simon Buehring is a project manager, consultant and trainer. He works for KnowledgeTrain which offers risk management training in the UK and overseas. He can be contacted via the management of risk practitioner training website.

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Product DescriptionAn effective and engaging way employees can learn Six Sigma and put its concepts into play Part of the popular Big Book of Games series, which capitalizes on the proven effective method for workplace training, this first book of training games for Six Sigma ensures that employees will better retain Six Sigma’s complex topics. This invaluable tool offers 50 experiential activities that teach the core improvement approach of Six Sigma, called DMAIC (Define, Measure, Analyze, Improve, Control), as well as many of the popular statistical improvement tools, including Pareto charts and Failure Mode Effects Analysis (FMEA).

From the Back CoverThe quickest, easiest and most enjoyable way to get employees on track with Six Sigma concepts and tools Each year Six Sigma methods save companies like Motorola, GE, Sony, and Microsoft billions that would have been lost to inefficiency in business processes. But learning Six Sigma methods can be a con (more…)

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Potential employers often ask candidates this question. Many want to know how you would manage a staff, department, process or an entire company. You may be a “hands-on” type manager, “strategic” thinker, “firefighter” or a mixture of these qualities and others.

Not too long ago, a colleague had asked me this question. I gave him these five points that illustrate the foundation for my management:

• Depth: You can’t rely entirely on your subordinates’ opinions; their positions can’t become automatically yours. As I am certain that you got to be manager by being deep in your domain, you must keep current in your industry. You might ask, how would you possibly have time to know everything going on in your domain? The next point tells you how I do it. As Reagan once famously said, quoting a Russian proverb; Trust, but Verify

• Zoom up and down as needed: No manager can take care of everything personally (that’s why we are called managers), but a manager MUST know all what is going on in his business. Zoom down on a given area or issue, identify what should be done, or how you should take care of it and then hand the monkey over to one of your soldiers. If they consistently succeed, give them a bonus, a raise, or promotion. These are your “keepers” and they need to be rewarded. I also make it a point to study a process, a person, a project or a technique everyday. Today for example, I met with a business analyst to understand what exactly is involved in his job, and in particular, how he derives estimates. So, know about everything, but don’t get bogged down by any one issue, pass the monkey on. If you don’t, it will become a 900 pound gorilla, and it will crush you.

• Can’t see the forest for the trees? Perhaps on the toughest parts of being a high level manager is strategic thinking and planning. One must be more proactive than reactive. Do you see what’s ahead for your domain? Did you write it down and share it with your team? Ascertain what key initiatives need to be addressed and pick them off one by one while flying the (business) plane (handling day to day production). If you don’t have a strategy for your franchise, everyday chores become tactical nightmares. The “zoom lens” technique can be a good tool to zoom up to the 30,000’ level to see the bigger picture. If a manager doesn’t possess this critical quality, he or she won’t survive in their management role.

• Be realistic — Demand The Impossible: Once you identify your soldiers, be demanding. This caliber person LIKES to be challenged and pushed to achieve. Indeed they are unfulfilled if you don’t have high expectations of them, and end up moving on. Let me illustrate this point. In a previous role, I had two problems in Network Services; Citrix instability, and the cost of Cisco support costing. I hired a strong Cisco engineer who I knew will save us the vendor support bills, but I also knew that he had the right character, attitude, and aptitude to be challenged with other responsibilities. Within 90 days, he took over the Citrix job (in addition to his Cisco job). The result: we had a very solid Cisco and Citrix operation, 2 for the price of one, AND he was very fulfilled with his responsibilities. So, choose your soldiers well, and challenge them to do more. They will thank you.

• Own your franchise: You should consider yourself a franchise owner. Your boss may be the territory manager, but you are in control of your own destiny. And here is the deal, as long as you buy into your boss’ business philosophy; he or she shouldn’t care how you run your shop. As a matter of fact, as long as you’re paying your “franchise fees”, a good boss doesn’t want to bother seeing how you make your burgers.

Now, what is your management style? I would love to hear from you.

President of BusinessWays and CompuWays

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Compatible Personalities

http://www.thoughtfulsystems.com/

http://www.pcom-software.com/maid-service-software.htm

Summary:

When you first start your cleaning business you won’t need to hire a slate of cleaning crews, but as your business grows you might not be able to do all the work yourself, then you will have to consider getting hired help. As stated above check prospective employees work references, request a criminal records check, also check their personal references. When it comes to a time where you do have to hire a cleaning crew, take the new hires with you for a week just so they have an idea of what you expect out of them and what they expect out of you. See how well they take verbal and written instructions. Consider things like are they easily tempered, how they handle the physical aspects of the job, monitor how they communicate with your clients. As funny as this might sound, do they show up for work the day after payday?

================================

For more information on starting

and managing a Cleaning Business

click here:

http://www.startingacleaningbusiness.info

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To manage a cleaning crew obviously you must be a people person, most the time its two cleaners per house if you own a medium to large cleaning business. But before you hire a cleaning crew you should check the applicants references as well as ask for a criminal records check.

A word on Liability Insurance

The people you hire will be going into you’re clients home so you will want to make sure their bondable just in case the worst happens like damage. You should have liability insurance. Shop around for the best available prices.

Communication is Key

Communicate better with cell phones or 2 way radios. Being able to convey accurate instructions or to efficiently dispatch your fleet (if you have one) would improve customer service. Communication is your top tool for keeping your clients happy, without communication you have nothing except for minor chaos so to speak. Another element to success is to ensure that everyone on the cleaning crew interacts well with each other, this makes for a happier work environment and more efficient workers.

Strengths, Weaknesses and First Name Relationships

Each worker will have their strengths and weaknesses when it comes to cleaning, compliment their weaknesses with other coworkers strengths, in return you will get a thorough job done. Address the members of your cleaning crew by first name to make them feel like they are part of a team, calling them by their last name doesn’t pack the same punch as a first name relationship does.

Finding Workers

To recruit workers for your cleaning crew advertise in your local paper or find help via word of mouth.

Scheduling Software

The number of people cleaning per site will depend upon the size of the house your cleaning. If you plan on operating several groups of cleaning crews you will want to make sure your organized as far as booking appointments and knowing where each crew member is at. Try this software:

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The Quality management in Dubai Central Laboratory is very good as compared to ESMA when it comes to Quality management as a result many laboratories are not following the strickly the testing standards and just making paper works instead of testing

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BrandPrinciples.com provides business intelligence market research reports pertaining to various industries, today announced the launch of their updated website. Now, BrandPrinciples.com provides more than 500 market research reports pertaining to various industries like banking, insurance, healthcare, biotechnology, computers, information technology, transportation etc.

Most of the research reports come with free sample, a report which is a short summary of the actual report. So, one knows what information is provided in the research report prior to actually buying them. Also, the payment transaction for the online purchase of these reports is through a trusted international online payment gateway, thus making the online purchase of these reports a comfortable process for the customers.

BrandPrinciples.com also wants to be in touch with their customers through social media channels like LinkedIn and Twitter to serve them better and to keep their customers and prospects updated of the latest research reports. So, make sure to follow them on Twitter to receive immediate updates on the new reports released. Their handle name on Twitter is BrandPrinciples.

BrandPrinciples.com wants to make the complete process of buying an easy and simple process thus, keeping in mind the customer experience and treating it as a most important factor while designing the website. The search and categories of the reports, free sample reports to help in buying decision, secure online payment process and regular updates information through social media sites – all these are provided in such a way to make it more easy and user-friendly process for the visitors. Thus, providing much better customer service and showing how keen they are when it pertains to customer satisfaction.

BrandPrinciples.com also offers a service to provide research reports which are customized as per the customers’ needs. They say, different organizations have different needs and require various data to analyze and forecast. Thus, they provide research and analysis of data as per the customized requirements of the organizations through the expertise of their teams and partners.

BrandPrinciples.com has partnered (and will partner) with leading market research and analysis industries, which have expertise in forecasting the market and the business well to enable to get proper analysis before the organizations to help them out in making more strategic decisions.

BrandPrinciples.com provides business intelligence market research reports pertaining to various industries, today announced the launch of their updated website. Now, BrandPrinciples.com provides more than 500 market research reports pertaining to various industries like banking, insurance, healthcare, biotechnology, computers, information technology, transportation etc.

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Many issue managers do not recognize one of the fundamental principles of issue management — some issues are simply not winnable. The reality is that winning at issue management, public relations, governmental affairs or politics requires that you start by picking a winnable position and moving forward from that position.

In order to determine and succeed at a winning position, a successful issue manager should begin by thoroughly and carefully identifying all stakeholders and their particular interests. For the sake of definition, stakeholders are generally comprised of a diverse group of people and, depending on the issue at hand, may include business owners, local, state, and federal elected officials, constituents, customers, competitors, colleagues and peers, or simply the general public. Consequently, any solution to resolve a conflict among opposing viewpoints must take into account the interests and concerns of all stakeholders and seek unifying and mutually-beneficial solutions. Not only is this excellent issue management, but it promotes positive public relations and turns issues into opportunities for the growth of a community.

Consider, for example, that a new manufacturing plant intends to come to an economically depressed town. The manufacturing plant almost definitely means an economic revival for a distressed community. However, the community – unfamiliar with modern manufacturing processes – may be concerned with the introduction of increased noise, traffic or other manufacturing issues into their community, impacting residents of the area and community stakeholders. In this case, a successful issue manager would help bridge the gap between the manufacturer and the community by providing information to the public and by helping to create viable solutions to potential challenges. The public should also be made aware of the protective safety systems the plant will employ to protect the public from routine or accidental releases. Likewise, the manufacturer should be made aware of the specific concerns within the community. Each of these two-sided issues should be addressed methodically one-by-one. In best practice, the stakeholders themselves should be given a role in reaching solutions that are mutually beneficial.

For instance, in the case of the manufacturing plant, a proposed above-ground crosswalk will increase the safety of persons who must cross a busy street to get to the facility. Yet the walkway will likely increase the cost of the project. The stakeholders here are street-crossers on one side, and facility budget managers on the other side. Both sides have legitimate concerns, and both sides are in need of forward-thinking leadership by an issue manager. Seeking mutually-beneficial solutions will foster positive engagement and meaningful dialogue between the parties on both sides of the issue.

In this case of the crosswalk, a successful issue manager will be aware that while some CEOs are tightly focused on all costs of operation and resist spending a dime more than they are not absolutely required to, the costs of litigation associated with street-crosser safety would greatly overshadow any extra costs to accommodate the concerns of residents in the host community or, in this case, street-crossers. Consider that the legal referral company eLawForum estimates that corporations spend $210 billion annually in after-tax profits on litigation. The group reached this conclusion on the basis of an eight-year study using litigation data. Thus, it is vital to manage the issue as both a short- and long-term issue. Cost cutting today could mean heavy litigation costs tomorrow, not to mention the public relations fallout. On the other hand, forward-thinking investment in a pedestrian crosswalk mitigates the dangers of street crossing while demonstrating the manufacturer’s commitment to the community’s safety and well-being. In this case, successful issue management has satisfied both sides of the table while promoting strong public relations.

Unfortunately, a win for some stakeholders can mean a loss for others; rarely is an issue as simple as it may appear on the surface. In issue management the “win-win” scenario is attainable, but it is always the result of hard work, innovative leadership, and strategic execution. You will recognize the winning position when you arrive there – it is one that leaves all stakeholders with the perception that they have received a fair resolution and with the confidence to move forward together on mutually-beneficial solutions.

Tom Mullikin, a senior environmental attorney with the Charlotte law firm of Moore & Van Allen, is a widely regarded speaker and author on the environmental, governmental affairs, and issues management challenges of our day.

Tom is the author of The Maxims of Politics, Sportsman Environmentalist, and Global Solutions: Demanding Total Accountability For Climate Change.

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If you are thinking about using a project management consulting company to assist your organization with implementing a Project Management Office (PMO), there are a couple of important factors that you should consider when choosing the right firm.

According to PMAlliance, Inc., an Atlanta, Georgia-based project management consulting company, implementing a PMO can present significant challenges.  For that reason, a phased approach to PMO implementation is not only crucial but also a distinguishing characteristic of successful project management consulting firms.  Experienced project management consultants know that a phased approach: (1) helps to overcome resistance to change, (2) allows for lessons learned in early phases to be incorporated in systems installed in later phases and (3) establishes a solid foundation of available project-level data prior to rolling-up enterprise-level information. 

Second, successful project management consultants also know that, when it comes to designing a PMO, there is no such thing as a “universal solution.”  To be effective, a PMO must be tailored to your organization’s project types, management/staff capabilities, and organizational culture.  A phased approach to implementation allows the necessary time (in the initial phases) to gather first-hand information about project characteristics, personnel, and cultural nuances so that the delivered solution can be tailored appropriately.

The Four Phases of Project Management Implementation

I.  Initiation Phase: Throughout the Initiation Phase, project management consultants use pilot projects to build process momentum, overcome natural resistance to change, and gain first-hand knowledge of your organization.  This goal of this phase is to successfully mobilize your organization, remediate any current at-risk projects, and set the stage for the next two Installation phases.  During this phase, the project management methodology is introduced and software training is conducted; but only for those individuals who will be specifically associated with pilot project teams.  Also, a plan for the Project-Level Installation phase is developed and key tools are created that will be utilized during the remaining Installation phases.

II. Project-Level Installation Phase: The second phase utilizes information gathered from pilot projects in the Initiation phase to roll-out structured project planning and control processes for all remaining projects, as well as to formally establish the Project Management Office.  This phase can include the creation of PMO job descriptions, formal guidelines for project planning/control, a project web site, and a web-based activity update system - basically the necessary infrastructure to support the consistent, successful application of project management techniques by the PMO.  Project Management Training is also rolled-out to the entire organization during the Project-Level Installation Phase.  By the conclusion of this phase, the nucleus of a Project management Office is in-place, all project team members have been trained, and the project management consultants are ready to begin transitioning from their role of supporting project team requirements to supporting the PMO staff.

III. Enterprise-Level Installation Phase:  During the Enterprise-Level Installation phase, tools are implemented that are focused on managing an organization’s entire portfolio of projects.  Examples of these tools include; enterprise performance metrics, a management “dashboard” to gain summary-level visibility to project status, and project scheduling based on limited resources and project priority (enterprise resource leveling).   The intent of these types of tools is to (1) provide management with timely and accurate information about the status of the all the projects being undertaken by the organization and (2) support business decision-making that impacts the successful completion of projects such as: changes to staffing, funding, project prioritization, and workload.

During the Enterprise-Level Installation Phase, the Project Management Office staff has already begun to assume some of the day-to-day responsibilities for developing and maintaining ongoing project plans.  In doing so, the PMO staff is able to free-up the project management consulting firm to focus on the design and implementation of the enterprise-level tools.  By the end of this phase, all responsibility for developing and updating individual project plans have been transitioned from the Project Management Consultants to the PMO staff.

IV. Maintenance Phase: The final phase marks the important transition of the Project Management Office from the project management consultants back to the organization.  In addition to supporting the day-to-day responsibilities for planning and controlling individual projects, the PMO staff will now become the focal point for providing the enterprise-level information and analysis required by management. 

At this point in the project management implementation process, the organization has been well trained, numerous success stories have been created and communicated, virtually all projects have well-developed project plans, and there is widespread support for investing in a formal project planning and control process.  Also, the Project Management Office infrastructure is in place, the PMO staff has been trained, and management has necessary visibility to the key project portfolio-level information. 

Successful completion of this phase creates long-term continuity by implementing the necessary policies and incentives to permanently inculcate project management into the culture of the organization.  Ideally, formal project planning and control processes will become recognized as a required core competency and an essential function within the organization.

Deliverables to Expect From Your Project Management Consulting Company

Phase 1 – Initiation Phase

Phase II – Project-Level Installation Phase

Phase III – Enterprise-Level Installation Phase

Phase IV – Maintenance Phase

Conclusion

Without a doubt, the design of a Project Management Office must be tailored to the specific needs of its organization in order to be effective.  A universal “cookie cutter” approach does not recognize differences in project types, management, or staff capabilities. As a result, standardized solutions tend to have a low probability of success.  A phased approach not only maximizes the effectiveness of the project management consulting firm, but also of the organizations that they serve.  It allows time in the initial phases to gather crucial, first-hand information, overcomes resistance to change, and leads to a well defined and successful Project Management Office at the end.

About Thomas P. Stevens, PMP and PMAlliance, Inc. – Thomas P. Stevens, PMP is the President and found of PMAlliance, Inc. and holds a master’s degree in Business with a focus on Decision Science and is a registered PMP (Project Management Professional).  PMAlliance is an international project management consulting firm that helps Fortune 1000 companies improve the execution of their mission-critical projects.  For the second consecutive year, Inc. magazine has ranked PMAlliance Inc. among the fastest growing Project Management Consulting companies in the United States. Through its Duration-Driven® methodology, PMAlliance enables its clients to successfully complete their most important projects—on time, within budget and to the intended level of quality. Please visit their website at www.pm-alliance.com

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Product Description
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