Poor to middling management is way more common than good management. It's the Peter Principle at work. People rise to the top of an AEC organization because they are good technicians, not because they are good managers.
And if I tailor my method to make my end user's job easier is that not providing the highest level of service I can??ÿ In the case of the OP it appears the software platform?ÿis part of the specification.?ÿ If you're going to do the type of work that requires you to be part of a team then making decisions about your process and end product that help your other team members is what's going to get you picked for the next team.?ÿ That concept is universal in my mind.
This... is how you get repeat clients and... This... is how price becomes a non-issue in that relationship.
Our goal is to deliver well organized data in a format that the client can easily work with and make money from - this is where we ADD value to the process. Delivering the data in the software format that they know how to use and doesn't cost them a bunch of time and heartache is essential.
We ask for, and listen to, feedback on our deliverables - did these drawings work well for your design staff? Are there things we can do to make them more useful?
Price is secondary to those clients who understand the value of reliable and well organized basemapping (and other .dwgs) what adhere to the clients standards. There are many clients that don't have well developed standards - in that case we use our in-house standards and educate them as to how they work.
In either case, your estimate of effort needs to include time for preparing and transmitting deliverables in the format that is most functional for your client.
It??s referred to as ??professional services? for a reason?ÿ
