Significant risks come with opening a new restaurant and getting the design and construction of the venue right. Concept development and operations management may be among restaurant owners’ core competencies, but few have expertise managing the design and construction tasks that come with opening a new location. And keeping track of the countless related tasks remains equal parts art and science, when done correctly. In this hour-long webcast a panel of restaurant development professionals shared their experiences and expertise about successfully managing projects from concept to completion. These are the slides from the free webcast.
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restaurant development + design: Project Management 101
1. Project Management 101
You may download these sides from the green folder in the toolbar below.
2. Today’s Objectives
Describe the traits of successful project management
Explore how financial considerations impact a
project
Examine the impact of technology on project
management
Discuss the importance of communication
List common pitfalls to avoid
Answer your questions
3. Meet Our Panelists
Joe Crowley
Sr. Project
Manager,
Trinity Building +
Construction
Management Corp.
Trinity Hall
VP of
Construction and
Finance,
Dickey’s
Barbecue
Restaurants
Juan Martinez,
PhD, PE, FCSI
Principal,
PROFITALITY
5. Project Management Webcast On Demand
These slides are from a free webcast from
restaurant development + design magazine on
Project Management 101.
You may access the on-demand archive of the full
presentation here: http://rddmag.com/pmwebcast
6. Project Management Essentials
Juan’s four project management pillars:
1. Communication
2. Experience
3. Planning
4. The Ability to React in a Timely Manner
7. Project Management Essentials
Joe’s project management fundamentals:
Know your goals
Evaluate the drawings to ensure they meet your goal
Have the ability to look beyond the drawings and
execute
Acknowledge everything revolves around the kitchen
8. The Making of a Good Project Manager
The attributes Trinity looks for in a good
project manager:
Someone with great authority that commands respect
Shows the ability to get buy-in from the entire team
Realizes franchises entrust a lot to them and does not
take that lightly
9. Getting a Project Started
Joe’s three keys to successfully launching
a project:
1. Establish and understand the intent of the
project’s goals
2. Develop a plan, complete with drawings
and steps
3. Review the plan to make sure it supports
the project’s goals
10. Initial Planning Steps
Juan’s best practices to get the most out of the
initial planning stage:
Ensure everyone is on the same page in terms of
goals, objectives, design intent and more
Leverage your time together
Make sure everyone on the team you choose adds
value
Commit to the process
11. Managing an Aggressive Growth Plan
Trinity’s thoughts on
managing growth:
The project manager leads
the team and focuses on the
relationships
Other team members
specialize in specific areas
Establish a process outline
for each store
Stick to the timeline
12. Managing an Aggressive Growth Plan
Juan’s keys to
expediting a project:
Have a kit of parts to
apply in a site design
Minimize the
adjustments to the core
concept
13. Fun with Financials
Juan’s keys to managing a
project’s finances:
1. Create a budget with
proper contingencies
2. Doing it right is the
most important thing
3. Thoughtfully leverage
the expertise available
14. Fun with Financials
Joe’s advice for good
financial management:
Get the entire team involved
early in the process
Manage the process
holistically
Don’t pinch pennies up
front – do your due
diligence
15. Driving Toward On-Time Openings
Joe’s Rules of the Road
1. Understand the local
codes
2. Communicate
3. See the big picture
16. Driving Toward On-Time Openings
Trinity’s Rules of the Road
1. Get complimentary
inspections
2. Use a certified trainer to
make sure cooking
equipment and other items
function properly
3. Make the most of the new
store opening team
17. Managing Aggressive Timelines
Joe’s tricks of the trade:
Allow extra time at the
beginning to get things
right
Have project management
team properly set up the
subcontractors
18. Managing Aggressive Timelines
Juan’s tricks of the trade:
Establish realistic timelines
Know your partners’ capabilities
Make sure vendors understand
and can handle timing
Understand the difference
between new builds and remodels
19. Technology’s Impact on Project Management
Juan’s take on technology:
Playing a greater role
Leverage it to maximize
communication
Still need to have strong
local representation
20. Technology’s Impact on Project Management
Trinity’s take on technology:
Still looking for a solution
that meets Dickey’s needs
Reporting is key
Need to share information
among project specialists
21. Technology’s Impact on Project Management
Joe’s take on technology:
Pick a tool that facilitates
clear, consistent
communication
Uses a software package to
track questions, submittals
and other details
22. Managing Communication
Trinity’s approach to clear,
consistent communication:
Morning meetings with project
management teams
Consistent contact with
franchisees
General contractors follow
Dickey’s from market to market
Vendors send photos or videos
every day they are at a job site
23. Managing Communication
Joe’s comments on
communication:
Restaurants require more
communication than other
projects due to their
detailed nature
Track project
developments through
meeting minutes
Update everyone
24. How to Avoid Project Management Pitfalls
Joe: Know how you want to operate and pick the
right products
Juan: Plan realistically from the beginning and never
underestimate the seriousness of any changes.
Trinity’s trio: The project manager is in control and
has a list of deal killers; ensure proper financing and
make sure manufacturing is in place.
26. Closing Thoughts
Juan: Correct those issues that can have a long-term
impact.
Joe: Understanding that it’s a balancing act and
everything is interdependent.
Trinity: Invest in a good process and plan and trust
them!
29. Future Webcast Ideas
We are listening, too!
Send your ideas for future webcasts to:
Joe Carbonara
joe@zoombagroup.com
You may download the slides from the toolbar below.
A link to the CEU quiz will be sent when the webcast archive goes live.
30. Thanks for Listening
Visit Us Online at:
www.rddmag.com
Follow Us on Twitter:
@RDDmag
Editor's Notes
TriMark is the country’s largest provider of foodservice equipment, supplies and design services. Many top restaurant chains rely on TriMark project managers to keep their projects running smoothly; from coordinating with trades to overseeing construction and installation on-site.
Visit trimarkusa.com to learn more.
Carbonara: What are the essential ingredients to successfully managing a project.
Juan:
There are four: communication, experience, planning and having the ability to react to surprises in a timely manner. Let me discuss each in some more detail.
Communication
Experience: The ability to leverage past experiences to head off potential problems.
Planning: includes the drawing, equipment, the specs. All the little details. Approach differs when it is a new building vs a remodel. And are you adding new things to a building that were not there in previous designs?
For example, moved the location of an oven and it did not fit. Moving the cabinets higher would have introduced other problems. So took legs off.
Ability to React in a Timely Manner: Things happen. Communicate in a timely and non-emotional. Working collaboratively to find a solution and leveraging your experience.
Example of ability to react: Menu board re-design lead to more wrap sales. Space not set up for high wrap sales. More labor intensive. So had to go in to tinker with the make line to balance out the work flow. Freed up space to work. Better work flow. Higher throughput.
Working with different groups but same intent and leveraging the same principles.
Carbonara: What are the essential ingredients to successfully managing a project.
Juan:
There are four: communication, experience, planning and having the ability to react to surprises in a timely manner. Let me discuss each in some more detail.
Communication
Experience: The ability to leverage past experiences to head off potential problems.
Planning: includes the drawing, equipment, the specs. All the little details. Approach differs when it is a new building vs a remodel. And are you adding new things to a building that were not there in previous designs?
For example, moved the location of an oven and it did not fit. Moving the cabinets higher would have introduced other problems. So took legs off.
Ability to React in a Timely Manner: Things happen. Communicate in a timely and non-emotional. Working collaboratively to find a solution and leveraging your experience.
Example of ability to react: Menu board re-design lead to more wrap sales. Space not set up for high wrap sales. More labor intensive. So had to go in to tinker with the make line to balance out the work flow. Freed up space to work. Better work flow. Higher throughput.
Working with different groups but same intent and leveraging the same principles.
Carbonara: Joe, in your own words, describe the fundamentals of project management.
Joe:
Just knowing what your goals are. Is it increasing seating? Expanding the kitchen? Not just what but why they are doing this is important
You have to do more than look at drawings and execute to determine if the plan will help you achieve that goal
For restaurants it’s as much about the food as it is the experience and the efficiency of the staff
Knowing that can help you head off challenges
Everything pretty much revolves around the kitchen. Understand what products and more work with it.
It all comes down to what you really want to accomplish.
Carbonara: Trinity, what attributes or qualities do all good project managers possess?
Trinity:
You have to command great authority and respect and get buy in from the project team
Franchisees trust their life savings to you, so you have to let them know you are there to help them and build trust with them.
Carbonara: So, Joe, what are three key steps a project team should take to get off on the right foot?
Joe:
Establish goals and understand the why
Develop the plan
Review the plan to make sure it supports the why/objectives
Carbonara: It sees like everyone wants to fast forward through the initial planning stages and cut to the chase. What has to happen in the initial planning to ensure the project has a proper foundation?
Juan:
Get everyone on the same page
Leverage your time together
The team you choose is critical: it’s about the value
Carbonara: Trinity, Dickey’s is riding an aggressive growth curve, opening a lot of new restaurants this year. Also, yours is a franchise-driven system. So what are the key ingredients to keeping it all straight?
Trinity:
Our process is built for speed and efficiency and this way the PM does not have to be the specialist in everything. They can focus on the relationship.
While the project manager takes the lead on each projects, we also have specialists for each part of the project
For example, one guy specializes in smokers, another paper work. That level of specialization gives them the ability to build at the speed we need.
Have a process outline for each store
Establish a new store timeline and follow it
6 to 9 months from start to finish, that includes permitting and searching for real estate. Can be done quicker, depending on the situation.
Having the ability to multi-task is essential
Juan:
Having a kit of parts that people know how to apply to a site in the design is also important to be able to expedite the process.
This will help the planning stage and minimize adjustments to the core concept that could impact operations.
Carbonara: Managing the financial component is a key aspect of successfully managing a project. How do you go about doing so?
Juan:
Create realistic budgets and contingencies
Understand doing it right is more important than doing it fast or cheap
Be thoughtful in your planning process
Leverage the expertise around you
Joe:
Everyone is different. Some work only with the architect others will bring in the team right away
You might spend extra money to bring in the GC and others early but in the end it will save you money
If you can bring the team in early, it will help you avoid challenges down the road. It may save you money, but worst case scenario it will save you time and that will get open sooner.
Manage the process holistically, understand the end goal and why and everything else will take care of it.
Don’t pinch pennies up front. Spend $1,000 up front and it could save you $5,000 at the end.
Think big picture
Carbonara: Obviously, one goal every project shares is to open on time and on budget. What are some potholes to steer clear of that could otherwise keep the project team from arriving at their destination in a timely manner.
Joe:
Failure to understand codes
Lack of communication
Cheaping out up front
Understanding the why
It’s all big picture. Everything is related.
Trinity adds:
Get complimentary inspections along the way. Have them come out during the process to make sure you are doing it the way they prefer. It really helps.
Do a walk through with the fire marshall and health inspector, too. Helps understand what they want and helps the owner operator understand.
Has a certified trainer come out within a day or two of getting the c/o. Looking at the equipment to make sure it is running 100 percent perfect. Trainers stays for four days
Then new store opening team shows up for 10 days. Trains them in marketing, etc.
Carbonara: Timing is a big issue for all projects. And today it seems everyone wants their projects done faster and cheaper than ever before. How do you deliver without compromising quality and the like?
Joe:
People want it quicker and to turn it over faster.
Spend a little extra at the beginning and get everyone involved because doing so will help save you from expediting items
The set up time is incredibly important.
Delaying up front can help save you a week at the end. And will keep you from having to make up time at the end, which is the most costly.
Allows the project management team to set up the subcontractors properly
Does not mean there won’t be a long night here or there or OT but you will turn the end product over quicker and everyone will be happier
Juan:
Once you are married to a vendor, a divorce is not easy. So make sure a vendor is not simply agreeing to a timeline because you are pushing it.
There are elements of art and science in developing timelines. You have to ask whether what they are asking is realistic when developing the plan, and you have to rely on your experience.
Understand the capabilities of your partners and their track records.
Setting realistic timelines is key but that is not always possible.
The more homework you do the more experience you have the better.
Will differ dramatically in brand new vs remodels.
Sometimes, when you open the walls with existing locations you may find lots of surprises
Carbonara: Let’s explore the impact of technology on project management.
Juan:
When it comes successful project management, technology is playing a greater role.
Allows you to maximize your communication, skills and time
Share information among team members without a physical movement from one place to another
Still have to have a strong local, reputable presence to help you resolve issues. They can use technology to help you get that. Take a picture and show you what’s wrong.
Pictures, video and more
Carbonara: Trinity, what role, if any does technology play in project management? Do you use project management software? Tools like BIM?
Trinity:
We do not use software yet. Been looking but has not found one that meets our needs
The big issue is reporting. If one specialist can see information from another that relates to them and vice versa that would be helpful
Using CAD at this point. Design group handles the drawings.
Joe:
Regular, consistent communication, lots of documentation – the tool you use is up to you
Uses a software package for all projects, including restaurants to track all questions, submittals, change orders, meeting minutes.
Carbonara: Joe, what role is BIM playing in managing today’s projects?
Joe:
BIM is more for just the larger scale projects, but still
3-D modeling is starting to emerge more
You can catch a lot of little things using this software. (Conflicts)
Lots of new tools but still relying mostly on shop drawings.
BIM has great potential but needs to become more affordable.
Carbonara: Clearly, communication is a key element in successfully managing any project. Trinity, how does Dickeys manage communication to keep the project team on the same page?
Trinity:
Team leaders meet with her in the morning and then their teams after that. They review the reports, which projects will get through permitting faster and then prioritize based on that.
Dickey’s also has a 4:30 escalation meeting. If a project moves faster than anticipated they will meet to discuss what’s next.
All reports are in excel: Design report, permitting report, construction report (can tie in some of the equipment like ventilation or smoker – items that can cause a delay if missed)
Franchisees: we talk to them a min. of once a week when in permitting and design, could change when looking at real estate. Tries to have a central point person. During construction it will increase
GCs: Dickeys has a good relationship with these key partners and they go with Dickey’s from market to market and are used to the pace, what to expect and more
Designers and other contractors are required to send videos or photos of every day they are on the job. Also report back as to what they have done, how many people are there, etc. Address any questions or concerns quickly and clearly.
Carbonara: Joe can you compare the communication necessary for restaurants to other projects?
Joe:
More communication is necessary for restaurants than other projects given the unique nature of restaurant projects. More variables and things change constantly.
Can’t talk enough about meeting minutes and the need to include everyone in those.
We meet regularly, perhaps weekly, and use the meeting minutes as a way to keep the team up to date
Most important thing with restaurants is keeping everyone updated as possible so if anything comes up, it is not a surprise to them. Allows them to make changes in a more timely manner
Carbonara: What are some common project management pitfalls to avoid?
Joe:
Know how you want to operate and pick the right products. This ranges from big items such as equipment to something as small as epoxy grout.
It all starts with the kitchen. If it can’t deliver, the whole equation could be out of whack
What are they calling out for the water proofing system and is appropriate for this space?
Don’t short the communication
Make sure out of state contractors understand all of the relevant municipal codes
Juan:
Realistic planning up front is key
Take any change seriously. Making changes along the way for things that seem to be ok but create unintended consequences. Might not be able to get materials on time or equipment or other aspects.
Sometimes small short cuts or changes made in the construction process to save a buck or two, can have a lasting operational cost that will be carried through the life of the restaurant that could erode profit.
So be careful that you don’t take changes that seem simple lightly.
An example I have is a space that was supposed to have 10’ linear of storage if you use 18” deep shelving (in a “U” shape), ended up with only 6’ of storage because a change was made with a deeper shelve.
Understand the design intent and avoid making a change that goes against what you were trying to accomplish. Could be budget driven. Space driven.
Communicate your changes. Don’t hide it and make sure your documentation reflects it.
Carbonara: Trinity, you had a list of three items that can derail a project. Can you share them?
Trinity:
Make sure the PM is in control and has a list of deal killers (such as store sign, permit and coke account established)
Make sure financing in place
Manufacturing is in place. Takes eight days to make certain items and if this falls behind schedule it can derail the entire project.
Carbonara: Here are some closing words of wisdom from our panelists.
Juan: Before you close show, try to correct issues that can have on-going operations or cost impact.
Joe: It’s a balancing act. It’s all interdependent.
Trinity: Invest in a good process and plan and trust that process and plan to get the job done.
TriMark is the country’s largest provider of foodservice equipment, supplies and design services. Many top restaurant chains rely on TriMark project managers to keep their projects running smoothly; from coordinating with trades to overseeing construction and installation on-site.
Visit trimarkusa.com to learn more.
