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ProjectSHERPA™ provides project owners utilizing Tenzing One's PMIS systems proprietary process for managing capital projects with CCS's extensive experience in Owner Representation and Cost Management. It is a first-of-its-kind service that allows owners to operate confidently, with a team of advisory experts ready to help whenever needed

When the first school bell rings each fall, students walk into classrooms filled with energy, teachers arrive ready with lesson plans, and families feel the excitement of a fresh start. What’s often unseen, however, is the months of work superintendents and facilities teams put in over the summer to make sure every building is safe, welcoming, and equipped to support learning.

From new gyms and upgraded air conditioning to modern sound systems and technology improvements, these leaders follow a clear, structured process—one that mirrors the best in project management.

Every school year begins with one of the most important projects of all: preparing students for the future. And like every great project, it follows a set process.

For new teachers, fresh out of college, this process is brand new. They’re learning to translate lesson plans into real classrooms, building routines for the first time, and discovering the rhythm of teaching step by step.

For seasoned teachers, the process is familiar—but never stale. They know the cadence of the year, the milestones to hit, and the common roadblocks. But they also know that each class is unique, so they refine, adapt, and tweak to keep the process strong.

This rhythm—this structure—is what turns the chaos of a new school year into something steady, purposeful, and full of possibility. And it’s why teachers deserve to be celebrated: they don’t just show up with passion, they bring process, discipline, and heart.

When most people think of summer, they imagine long days, vacations, and a break from routine. For students and families, classrooms go quiet. For universities, campuses empty. For many municipalities, summer means festivals, park days, and community gatherings.

But behind the scenes, another story unfolds. Summer is actually the busiest time of year for facilities managers — the directors, teams, and leaders responsible for ensuring that schools, universities, and municipal buildings are safe, functional, and ready to serve the public. These professionals are the unsung heroes of summer.

If you’ve ever managed a construction project without a solid plan, you know it’s kind of like trying to build IKEA furniture without the instructions—blindfolded—while someone throws wrenches at you. Sound familiar?

But here’s the good news: peace of mind is possible. And no, it doesn’t require meditation or moving to the mountains. It just takes a reliable project management process—aka your secret weapon against chaos, confusion, and costly mistakes.

We won’t sugarcoat it—adopting new software takes time.

There are processes to map, teams to train, and habits to shift. When you’re in the middle of a high-stakes capital project, the idea of pausing to “learn a new system” can feel like a luxury no one can afford.

But if the software is built *for you*—your workflows, your project structures, your role as an Owner or Owner’s Rep—then that time investment pays you back in spades.

That’s exactly why we created Tenzing One.

In the world of capital development and improvement projects, introducing new technology is a bit like putting up a new scaffolding—necessary for progress but sometimes unsettling for the crew. Resistance to change is built into our blueprints, with fears of the unknown, old habits, and a healthy distrust of management standing in the way. Before breaking ground on new tech, we need to lay down a solid reason "why"—so everyone understands how it'll help solve pain points like scattered information and communication chaos. Because, let’s face it, nobody likes a surprise in the middle of a project, especially when it involves a new software tool. Here is what you will face and how to address it

As an “old dog” with over 50 years in the industry, having worked on five continents under most, if not all, delivery systems, I still think back to the days when a handshake deal carried a certain expectation and responsibility between all parties involved. In today’s fast-paced, highly technical, bottom-line-driven, and often overly litigious environment, many of the new delivery systems, Integrated Project Delivery, Design-Build, Progressive Design-Build, Construction Management in all its forms, seem to strive to contractually ensure what used to be guaranteed by that handshake.

Managing internal stakeholders on a capital project can feel a lot like herding cats—each one pulling in a different direction, driven by the priorities of their own department or function. While every internal stakeholder has a vested interest in the project, their focus on individual goals can sometimes conflict with one another—or worse, derail the project entirely.

Without a structured system for balancing these interests, Owners risk scope creep, budget overruns, decision paralysis, and internal conflict that undermines ROI and overall success.

In the process-driven environment of capital projects, decentralized communication—where critical data lives in spreadsheets, email threads, and siloed file systems—creates a perfect storm of confusion, inefficiency, and risk. For Owners trying to monitor and control projects across large teams and multiple stakeholders, this approach can derail even the best-laid plans.

When data is scattered across systems and inboxes, Owners face:

Inconsistent and outdated communication. Data from different sources must be coordinated to ensure that all parties are aligned. Without this, decisions are made based on incomplete or conflicting information.

Lack of version control. Spreadsheets and documents passed between teams can result in multiple versions floating around with no clear source of truth.

Uncontrolled data access. Not every stakeholder should have full access to all project data. Yet without a secure, centralized system, Owners risk unauthorized edits, deletions, or even manipulation of critical information.

These challenges only grow when the project involves large teams of stakeholders—many of whom may have never worked together before.

When an architect’s client, the construction owner, uses TENZING ONE process management software to oversee a project, there are significant benefits to the architect. The software enhances communication, improves organization, and helps streamline the project workflow, ultimately making the Owner more informed and responsive in turn making the architect’s job more efficient and effective.