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Has Nigeria Become the World’s Junk Yard of Abandoned and Failed Mega Projects worth Billions?

Dim1, N. U., Okorocha2, K. A., & Okoduwa3 V. O.

The Nigerian construction industry is mostly concerned with the development and provision of projects such as roads, bridges, railways, residential  and commercial real estates, and the  maintenance necessary for the socio-economic developments contributes immensely to the Nigerian economic growth (Bureau of Statistics, 2015). Butcher and demmers (2003) described projects as an idea which begins and ends by filling a need. However, a project fails when its idea ends without meeting the needs and expectations of its stakeholders.

Nigeria Has Become the World’s Junk – Yard of Abandoned and Failed Projects worth Billions of Naira!

Hanachor (2013), revealed that projects form part of the basis for assessing a country’s development. However,  a damming  report from the Abandoned Projects Audit Commission which was set up by the Ex-President Goodluck Jonathan in 2011 revealed that 11,886 federal government projects were abandoned in the past 40 years across Nigerian  (Abimbola, 2012). This confirmed the assertion by Osemenan (1987) “that Nigeria has become the world’s junk –yard of abandoned and failed projects worth billions of naira”.

Abandoned projects including building and other civil engineering infrastructure development projects now litter  the  whole of Nigeria.

Physical projects do not only provide the means of making life more meaningful for members of the community where the projects are located, successful  projects also  result in  empowerment and collective action towards self improvement (Hanachor, 2013).  

This Issue of Abandonment Has Been Left Without Adequate Attention for Too Long, and Is Now Having a Multiplier Effect on the Construction Industry in Particular and the Nigeria’s National Economy as a Whole. (Kotngora, 1993)

PROJECT FAILURE

Project Failure might mean a different thing to different stakeholders. A project that seemed successful to one stakeholder may be a total failure to another (Toor and Ogunlana, 2008). Some stakeholders, more especially the project users and some private owners, think of failed projects as a situation where a completed building project collapsed, a situation where by a completed dam project stopped working after few days of completion, or a completed road project that broke down after few months of completion. Other experienced stakeholders, such as engineers  and  architects  conform to the iron triangle by Atkinson (1999) which states that the most strategically important measures of project failure are “time overrun”, “cost overrun”, and “poor quality”.

Turner (1993) noted that a project fails when the project specifications are not delivered within budget and on time;   the project fails to achieve its stated business purpose; the project did not meet the pre-stated objectives; the project fails to satisfy the needs of the project team and supporters; and the project fails to satisfy the need of the users and other stakeholders. Lim and Mohamed (1999) cited in Toor and Ogunlana (2009) clarified that there are two possible view points to project failure namely; the macro-level and the micro-level. They further explained that the macro view point reviews  if the original objectives and concepts of the project was met. Usually the end users and the project beneficiaries are the ones looking at the project failure from the macro view point, where as the project design team, the consultants, contractors, and suppliers review projects from a micro view point focusing on  time of delivery, budget, and poor quality.  

In the early 1990s, the failure as well as the success of any project was determined by the project duration, monetary cost, and the performance of the project (Idrus, Sodangi, and Husin, 2011). Belout and Gauvrean (2004), also confirmed that the project management triangle based on schedule, cost, and technical performance is the most useful in determining the failure of a project. Moreover, a project is considered as an achievement of specific objectives, which involves series of activities and tasks which consume resources, are completed within specifications, and have a definite start and end time (Muns and Bjeirmi 1996, cited in Toor and Ogunlana, 2009). Reiss (1993) in his suggestion stated that a project is a human activity that achieves a clear objective against a time scale. Wright (1997) taking the view of clients, suggested that time and budget are the only two important parameters of a project which determines if a project is successful or failed. Nevertheless, many other writers such as Turner, Morris and Hough, wateridge, dewit, McCoy, Pinto and Slevin, saarinen and Ballantine all cited in Atkinson (1999), agreed that cost, time, and quality are all success as well as failure criteria of a project, and are not to be used   exclusively.

FACTORS OF PROJECT FAILURE

Cookie-Davies (2002) stated the difference between the success criteria and the failure factors. He   stated that failure factors are those which contributed towards the failure of a project while success criteria are the measures by which the failure of a project will be judged. The factors constituting the failure criteria are commonly referred to as the key performance indicators (KPIs).  

Time   and Cost Overrun

The time factor of project failure cannot be discussed without mentioning cost. This is because the time spent on construction projects has a cost attached to it. Al-Khali and Al-Ghafly, (1999); Aibinu and Jagboro, (2002) confirmed that time overrun in construction projects do not only result in cost overrun and poor quality but also result in greater disputes, abandonment and protracted litigation by the project parties. Therefore, focus on reducing the Time overrun helps to reduce resource spent on heavy litigation processes in the construction industry (Phua and Rowlinson, 2003). Most times, the time overrun of a project does not allow resultant system and benefits of the project to be taking into consideration (Atkinson, 1999). Once a project exceeds the contract time, it does not matter anymore if the project was finally abandoned or completed at the same cost and quality specified on the original contract document, the project has failed. Furthermore, Assaf and Al-Hejji, (2006) noted that time overrun means loss of owner’s revenue due to unavailability of the commercial facilities on time, and contractors may also suffers from higher over heads, material and labour costs.

Poor quality/Technical Performance

The word “Performance” has a different meaning which depends on the context it is being used and it  can also be referred to as quality. Performance can be generally defined as effectiveness (doing the right thing), and efficiency (doing it right) (Idrus and Sodangi, 2010). Based on this definition of performance, at the project level, it simply means that a completed project  meets fulfilled the stakeholder  requirements in the business case.

CAUSES OF PROJECT FAILURE

A lot of research studies have investigated the reasons for project failures, and why projects continue to be described as failing despite improved  management. Odeh and Baltaineh, 2002; Arain and   Law, 2003; Abdul-Rahman et al., 2006; Sambasivan and Soon, 2007; all cited in Toor and Ogunlana, 2008, pointed out the major causes of project failures as Inadequate procurement method; poor funding and availability of resources; descripancies between design and construction; lack of project management practices; and communication lapses

The contract/procurement method

A result obtained from two construction projects which were done by the same  contractor but using different procurement methods showed that rework, on the design part which occurs when the activities and materials order are different from those specified on the original contract document, makes it difficult for the project to finish on the expected time (Idrus, Sodangi, and Husin, 2011). This is as a result of non-collaboration and integration between the design team, contractor, and tier suppliers. The rework on the design portion has a huge impact on  project failure leading to the time overrun.  The traditional method of procurement has inadequate  flexibility  required  to facilitate late changes to  the project design once the design phase of the construction project has been concluded.

Nigerian most widely used procurement method is the traditional method of procurement (design-bid-construct) which has been confirmed to be less effective to successfully delivery of a construction project (Dim and Ezeabasili, 2015). And, the world bank country procurement assessment report (2000) cited in Anigbogu and Shwarka, (2011) reported that about 50% of projects in Nigeria are dead even before they commence because they were designed to fail.

The way the construction projects are contracted, in addition to the way the contracts are delivered, contributes to the causes of projects failure. Particularly, among the methods of project contracting is lump-sum or a fixed-price contracting method, in which the contractor agrees to deliver a construction project at a fixed price. The fixed-price contract can be low-bid or not however, once the contract cost has been agreed upon the contract award, it cannot be changed. And, contractors are expected to honor and deliver the contract agreement, failure to do so can result  in a  breach of contract which can result in the contractor being  prosecuted.  

Awarding a contract to an unqualified personnel also contributes to project failures. When a contractor places more emphasis on money and the mobilization fee after a construction project has been initiated instead of getting the right workforce and skilled professionals that will execute the project. Instead the workforce chosen will often not be base on competence and required skills rather it will be based on availability. Moreover, poor strategy and planning by contractors who have overloaded with work  also contributed to one of the causes of project failure.

Poor funding/Budget Planning

A lot of public projects in the Nigerian construction industry failed as a result inadequate funding, and the difference between the national annual budget and the budget actual released. Most of the Nigerian public projects are signed  even before the actual release of the national budget. The difference in budget of the contracted project and the actual budget release can get the contracted company stuck as a result of inflation of prices, scarcity of construction material at the time of the budget release and mobilization to site. Also  un-planned scope of work which can be as a result of the contractor working on another contract when he is called back  to  mobilization to start work. Moreover, poor budget planning is a regular mistake made by some contractors by not undertaking feasibility assessments  before starting the design. The construction project should be planned according to the available resources and not according to the unrealistic expectations a  client has in mind.

Discrepancies  Between the Design and Construction

Limited  collaboration between the contractors, engineers, and the architect results in discrepancies between the project designs and construction on site, and further leads to rework. Changes on a project designs, and changing to the scope of work in the middle of construction processes on site can be dangerous, and can lead to time overrun, increase in cost, and most of all can lead to abandonment. Moreover, many cases have been seen where the designs from the architects are not buildable  on site, while   In some cases, most contractors are unable to adequately specify the scope of work for the construction processes on site. Therefore any default on the design by the architect can be an opportunity for the contractor to make more money which might cause the project duration to exceed the time specified on the contract document.

RESEARCH METHODOLOGY

This research starts with a general reasoning or theory which says that the major cases of project failure in the Nigerian construction industry are defined based on time overrun and cost overrun. The findings from the data analysis will help on the decision to accept the theory or not. The research data was collected from the progress report for the month ending of October, 2015 published by the Nigeria of Federal Ministry of works on thirty-nine on-going highway construction projects at the South-South geopolitical zone. The table 1 below shows the information on the data collected which comprises of the project title, contract Number, project description, the contractor that was awarded the projects, the date of project commencement, date of completion and the extended date if any. The scheduled time for each project was specified as follows: project commencement date labeled as “a”,   project completion date labeled as “b”, and the extended date labeled as “c”.

Table 1: The analyzed data on the highway project at the South-South zone in Nigeria.
Table 1: The analyzed data on the highway project at the South-South zone in Nigeria.

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DATA ANALYSIS

The data analysis was done with the use of Microsoft excel. The analysis started by obtaining the number of days between the date of commencement of each project and the date of completion to show the duration of each highway project. And, the number of days between the project completion date and the extension date showed the time-overrun. The project duration and the extended days were obtained with the use of NETWORKDAYS function in Microsoft Excel which calculates the number of working days between two dates excluding weekends and any dates identified as holidays.

The standard deviation between the specified project duration for each highway projects and the extended days was calculated to obtain the extent to which each highway project contract failed on its time of delivery. This was denoted as the degree of failure. The table 1 above showed the projects ranking which was done based on the degree of failure of all the highway projects. The highway projects that were ranked from one to sixteen have low degree of failure and are represented with green color, while the rest are those with high degree of failure and are represented with red color.

FINDINGS

The findings made showed that the successfully completed highway projects have no extended days or time overrun, and the successful on-going highway projects are still on schedule and have no extended days unlike the on-going highway projects that have already failed as a result of the extended dates. Other projects have been abandoned because they have exceeded the delivery date as specified on the contract document, and have no extended date of completion. Thus, no work is going on.

Figure 1: Abundance of failed highway projects at south-south zone, Nigeria.
Figure 1: Abundance of failed highway projects at south-south zone, Nigeria.
Figure 2: On-going failed highway projects
Figure 2: On-going failed highway projects

Figure 2 above showed that 14% of highway projects are still on-going projects because they have not exceeded the original date of completion as specified on the contract document. However, they are heading towards failure because they have been given an extended date of completion which can be as a result of some critical activities running behind schedule, causing delay on the critical path network of the projects. Moreover, the other 86% completely failed because they have exceeded their completion date specified on the contract document.

Figure 3: Successful on-going highway projects
Figure 3: Successful on-going highway projects

The figure 3 above showed that 63% of the successful highway projects are still on-going because they have not exceed their completion dates, and they are not yet completed. However, those on-going highway projects might end up as failed projects as a result of poor funding, discrepancy between the design and the construction on site, and conflict between the construction parties or stakeholders.

“Say what you will do, and do what you said” or “Say as you will do it, and do it as you said”

CONCLUSION AND RECOMMENDATION

The idea of knowing what a failed project is, the factors and the causes is very important in project management. Success in project management can neither be achieved nor measured without the knowledge of project failure, its factors, and causes in the Nigerian construction industries. This work has shown that project failure is as a result of exceeded time of delivery, cost overrun, and poor quality. However, the analysis was only done based on exceeded time of project delivery because of the nature of the data collected.

This work suggested a few approaches to help reduce the number of failed projects in the Nigerian construction industry if properly implemented. Firstly, Having good collaboration between the project stakeholders involved in a construction project at the early stage of project conception is most important in order to accomplish the project objectives, and deliver the project on time, within budget, and quality specified on the original contract document (Othman, 2006).

Secondly, Adopting the ISO 9000 technique which is used for quality management will also help in achieving a successful project delivery. This technique states “ say what you will do, and do what you said” or “say as you will do it, and do it as you said”. This technique is not an indication of high quality but it promotes control and consistency which leads to specialization, and improved productivity and quality. Also, adopting the principles of lean construction will help to reduce waste within the construction and stream-line activities in order to improve the on-time delivery of projects.

Thirdly, Learning from the precedent failed projects, how those projects failed, and the reason for their failures. This will help the project manager  to plan and mitigate the risks of project failures in the future. And, finally, more seminars and workshops will help to educate and enlighten clients (the federal government representatives), users, contractors, engineers, and architects on what is project failure, the factors that contributes to abundant failed projects, and their causes.

REFERENCE

Abimbola, A. (Novermber 24, 2012). About 12,000 Federal Projects Abandoned across Nigeria. Premium times (November 16, 2015). Retrieved from www. Premium timesng.com/news/108450-about-12000-federal-projects-abandoned-across-nigeria.html.

Al-Khali, M.I and Al-Ghafly, M.A. (1999). Important Causes of Delays in Public Utility Projects in Saudi Arabia. Construction management and Economics, 17, 647-655

Aibinu, A.A and Jagboro, G.O. (2002). The Effects of Construction Delays on Project Delivery in Nigeria Construction Industry. International journal of Project management, 20(8), 593- 599.

Anigbogu, N. and Shwarka, M. (2011). Evaluation of Impact of the Public Procurement Reform Program on Combating Corruption Practices in Public Building Project Delivery in Nigeria. Environtech Journal, 1(2). 43-51.

Assaf, S. and Al-Hajji, S. (2006). Causes of Delays in large Construction Projects. International Journal of Project Management, 24, 349-357.

Atkinson , R. (1999). Project management: Cost, time, and quality, two best guesses and a Phenomenon, it’s time to accept other success criteria. International Journal of project Management, 17(6), 337-342.

Belout, A and Gauvrean, C. (2004). Factors Influencing the Project Success: The impact of human resource management. International Journal of project Management, 22, Pp. 1-11.

Butcher, N. and Demmers, L. (2003). Cost Estiumating Simplified. Retrieved from www.librisdesign.org.

Cookie-Davies, T. (2002). The Real Success Factors on Projects. International Journal of Project management, 20(3), 185-190.

Dim, N.U. and Ezeabasili, A.C.C (2015). Strategic Supply Chain Framework as an Effective Approach to Procurement of Public Construction Projects in Nigeria. International Journal of Management and Susutainability, 4(7), 163-172.

Hanachor, M. E. (2012). Community Development Projects Abandonment in Nigeria: Causes and Effects. Journal of Education and Practice, 3(6), 33-36.

Idrus, A., Sodangi, M., and Husin, M., H. (2011). Prioritizing project performance criteria within client perspective. Research Journal of Applied Science, Engineering and Technology, 3(10), 1142-1151.

Idrus, A. and Sodangi, M. (2010). Framework for evaluating quality performance of contractors in Nigeria. International Journal of Civil Environment and Engineering. 10(1), 34-39.

National Bureau of Statistics (January, 2015). Nigerian Construction Sector Summary Report: 2010-2012.

Kotangora, O. O. (1993). Project abandonment, Nigerian Tribune.

Osemenan, I. (1987). Project Abandonment. New Watch Magazine, Vol. 1, pp. 15.

Othman, M.,R. (2006). Forging main and sub-contractor relationship for successful projects. Retrieved from http://rakanl.jkr.gov.my/csfj/editor/files/file/projek/lessonslearned/MAIN&SUB_2.pdf

Phua, F.T.T and Rowlinson, S. (2003). Cultural Differences as an Explanatory Variable for Adversarial Attitude in the Construction Industry: The case of HongKong. Construction Management and Economics, 21, 777-785.

Reiss, B. (1993). Project Management Demystified. London: E and FN Spon Publishers.

Toor, S. R. and Ogunlana, S. O. (2008).Problems causing Delay in Major Construction Projects in Thailand. Construction management and Economics, 26, 395-408.

Toor, S. R. and Ogunlana, S. O. (2008). Critical COMs of Success in Large-Scale Construction Projects: Evidence from Thailand constructuction industry. International Journal of Project management, 26(4), 420-430.

Toor, S. R. and Ogunlana, S. O. (2009).Beyound the “Iron Triangle”: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project management, doi: 10.1016/j.ijproman.2009.05.005.

Toor, R. and Ogunlana, S. (2009). Construction Innovation: Information, process, management. 9(2), PP. 149-167.

Turner, J. R. (1993). The Handbook of project-Based Management: Improving the process for achieving strategic objective. London, McGraw-Hill.

Wright, J., N. (1997). Time and Budget: The twin imperatives of a project Sponsor. International Journal of Project Management, 15(3), 181-186.

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Professor Pavel Matousek – Laser Man

Using micro-SORS for non-destructive analysis of painted layers in Art
Professor Pavel Matousek – Laser Man
Professor Pavel Matousek – Laser Man

Professor Pavel Matousek, a Science and Technology Facilities Council (STFC) Senior Fellow and Chief Scientific Officer of Cobalt Light Systems Ltd, has pioneered revolutionary techniques for analysing the chemical composition of materials and co-founded a highly successful spin-out company. He has helped develop and commercialize award-winning laser technologies that detect liquid explosives at airports, rapidly check the quality of pharmaceutical products, and that may one day non-invasively diagnose breast cancer. Pavel states:

“I Am Very Excited about What I Do and Driven to Answer Questions in Front of Me, Unravel Complex Problems and Deliver Something Useful to Society.”

STFC science writer James Doherty meets the Laser Man.

Pavel, what first got you interested in physics?

I became fascinated by the stars and Universe while growing up in the Czech Republic. I joined an astronomy society at secondary school and it became clear I wanted to study physics. I got very interested in laser physics during my MSc at the Czech Technical University in Prague. It is a very dynamic field.

When did you arrive at Rutherford Appleton Laboratory (RAL)?

I joined as a research associate in 1991, and went on to complete my PhD in ultra-fast Raman Spectroscopy at RAL, awarded by the Czech Technical University. I’ve been here almost 25 years to the day.

So what is Raman Spectroscopy?

It is a technique that involves shining a laser beam at the surface of a material, and then observing the colour of light scattered from the point of illumination. This typically provides information about the chemical composition of the material’s surface. C.V. Raman observed the effect in 1928 and subsequently won a Nobel Prize.

You pioneered a technique called Spatially Offset Raman Spectroscopy (SORS): What is it and how does it differ from normal Raman Spectroscopy?

“We couldn’t have developed the SORS technique without the instrumentation and long term research continuity available at the Central Laser Facility at RAL”

SORS is a technique that we stumbled across in the Ultrafast Spectroscopy Laboratory (ULTRA) by chance. We had assumed that photons could only be detected at the illumination point but we were wrong. Some photons migrate sideways through the material then emerge adjacent to the illumination point. As these photons have interacted with molecules deeper inside the medium, they provide information about internal chemical make-up: SORS probes deeper into the material. And the further you move from the illumination point, the deeper you see into the medium. The process

involves large photon migration distances, often extending to several centimetres or more. This came as a big surprise.

“SORS involves probing at one location and detecting at another. Our minds, and those of others, were constrained by our perception of how the Raman Spectroscopy process worked but once we made this serendipitous discovery, we quickly realised it had potential major applications.”

What kind of applications?

“The Range of Potential Applications for Sors Is Staggering.”
Insight100 (Cobalt Lights Systems Ltd) scanner for noninvasive analysis of bottles at airports.
Using micro-SORS for non-destructive analysis of painted layers in Art

We immediately realised SORS could determine the chemical make-up of substances by non-destructive means. This could have applications in bio-medicine, chemistry, security, forensics, heritage, and beyond. But we first focused on pharmaceuticals, and developed novel ways for analysing the chemical make-up of manufactured drugs.

We swiftly filed 8 patents, which became the basis of our company Cobalt Light Systems.

Cobalt Light Systems is perhaps best known for its airport security scanners. Can you describe how these work and their impact to  passenger travel?

Security scanners represent the second generation of technology developed by Cobalt. To date there are around 400 operational units in 70 airports across Europe and Asia. They are used to scan traveller essentials, such as medicines or baby milk, and compare their chemical make-up to a database of potentially explosive substances. Suspicious substances are automatically identified and flagged. For example, the technology avoids passengers having to drink liquids (e.g. baby milk) in front security officer to prove they are not dangerous, which is clearly safer and more hygienic. It has also contributed to new legislation, and is expected to lead to a relaxation of the complete ban of taking liquids on board a plane in the future.

The scanners are currently the size of a microwave oven but right now we are launching a SORS handheld device. This should have further applications for first responder teams called to spillages of unknown substances and fire fighters attending chemical fires.

Pavel Matousek Pioneered a Technique Called  Spatially Offset Raman Spectroscopy (SORS)

How did STFC help with this process?

First off, we used instrumentation at STFC’s Central Laser Facility to demonstrate the basic capability to detect the SORS subsurface signal. Once we made the discovery in 2004, we worked closely with STFC’s Technology Transfer Office SIL (formerly CLIK) and Business and Innovations (BID) to develop, optimise and protect our ideas. There was a complex path to navigate from discovery, to optimising SORS, building a prototype, and ultimately to securing investment in 2008. BID/SIL coordinated the company at all levels and provided the support necessary to achieve this goal.

“My story illustrates the national and international importance of STFC. If its determination to deliver impact on science was absent, the chain from a fundamental discovery to Cobalt Light Systems’ product would have been broken. STFC responded appropriately at every stage. And this is just one example of how STFC contributes to the UK’s know-how economy.”

What are you working on currently?

I’m focused on developing novel non-invasive medical screening techniques, including diagnosing bone disease such as osteoporosis (jointly with STFC’s Prof Tony Parker and University College London’s Prof Allen Goodship), and I’m working with Professor Nicolas Stone of Exeter University on non-invasive breast cancer screening.

In addition, I’m collaborating with Consiglio Nazionale delle Ricerche in Italy to apply the SORS technology to objects of art on microscales. For example, we can scan different layers of paint to determine compositional information essential in restoration and preservation of artefacts.

How will the medical applications benefit patients?

Patient benefit could be enormous. Current diagnosis techniques for osteoporosis are around 60-70% accurate as they sense only mineral content. SORS on the other hand has a high specificity for mineral and collagen content – both of which determine bone strength – and so holds considerable promise for providing improved diagnostic accuracy. SORS could also be used to classify breast or prostate tumours as malignant or benign without needle biopsy. This would reduce patient stress and save medical provider costs.

However, medical problems are challenging as the human body is complex and variable. These applications are probably still 7-10 years away.

Why do you do this research?

This is where my passion and interest lies – I’m very excited about what I do.

“As You Push the Boundaries of Technology and Make New Discoveries, the End Goal Always Changes. This Is the Nice Thing about Science.”
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Heathrow Airport Expansion – Exploring the Controversy

LONDON – The debate over the   £19 billion scheme for the third runway at Heathrow airport has been a long-running row which  has grown into fierce opposition within the last couple of months.

We shall not be moved,  Heathrow Airport management has stuck  to its original course of action, while ignoring constant protests and public discontent and insists that expanding Heathrow will provide the growth, jobs, experts, and connections to make Great Britain greater still.

Sir Richard Branson Urges Heathrow Expansion, and Says “Britain Is ‘being Held Back Massively”.

The billionaire founder of the Virgin Group has accused politicians of neglecting  to back the expansion project at Heathrow because they are more concerned about their own jobs  rather than doing “what is right for the UK”.

The entrepreneur, Sir Richard Branson urged the Government to be ” bold and brave on big infrastructure decisions like this”.

Hounslow Council, on the other hand, has been accused of “throwing in the towel” over the Heathrow expansion after it promoted the “opportunity of a third runway”. In response, Hounslow Council leader Steve Curran stated  its stance on Heathrow had not changed but said it needed to be prepared if the government approves the recommendation for a third runway later this year.

Meanwhile, twelfth century St Mary the Virgin sits right in the middle of flight paths in the village of Harmondsworth, Middlesex and under blueprints for the expansion of the airport, most of the buildings in the village will be demolished but the 951-year-old grade II listed church will be spared. Protesters say there would no longer be anyone to use it.

Worshippers have already prayed at a Service of Hope that the Government will reject Heathrow’s expansion plans.

Amid mounting concerns and opposition from the whole community Justine Greening, the International Development Secretary predicts the government will  ditch the £16bn plan for a third runway at Heathrow.

“Trying to Expand Heathrow Is like Trying to Build an Eight Bedroom Mansion on the Site of a Terraced House. It Is a Hub Airport That Is Just Simply in the Wrong Place” – Justine Greening

London Mayor Boris Johnson has been a vehement opponent of Heathrow expansion and has said
that the  New Heathrow runway will negatively affect public health.  In his report ‘Landing the Right Airport’ presented in March, Boris Johnson evaluated damages caused by the new runway to be between £20bn to £25bn during the next 60 years.

Both Zac Goldsmith and Sadiq Khan, respective Conservative and Labour candidates to succeed Mr. Johnson are also on the bandwagon and are campaigning against a third runway.  This  controversial debate  has also resulted in  Downing Street  issuing an instruction to  ministers asking them not to discuss the proposed third runway at Heathrow airport.

The North West Runway Will Be Two Miles (3,200m) Long, Making It Big Enough for Any Aircraft in the World to Use It

The commission, which was ordered by the government coalition, stated  that the Heathrow expansion  is ‘the best answer’ to easing the pressure on the UK’s  crowded air terminals  and that it  will not increase noise above current levels, but  will generate up to £147 billion in GDP impacts over 60 years.

Furthermore, if the plan for the third runway is approved, it  will provide 740,000 flights a year, putting it on equal footing with Paris, Frankfurt, and Amsterdam.

A decision on whether to build a third runway at Heathrow Airport has been delayed until summer 2016, the government has confirmed.

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33 of the Most Inspirational Leadership Quotes for You to Live By

We’ve all seen quotes designed to motivate or inspire us.  Well, according to a new study, people who post these ‘inspirational’ quotes also have lower levels of intelligence. However, Godinterest disagrees, and see’s some quotes as  universal nuggets of wisdom. You know the ones – those quotes that give you “Aha!” moments of inspiration or meaningful insights into  your personal and professional lives.  These are the ones you  want to print out and place on your fridge  so you’ll see them  every day.

This collection of inspirational quotes features some of the all-time classics you may know, as well as some lesser-known  ones  you’ll love too. If  you have any quotes you would have added, feel free to share in the comments section!

  1. “The reason most people never reach their goals is that they don’t define them, or ever seriously consider them as believable or achievable.” – Denis Watley
  2. “Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.” – Stephen A. Brennan
  3. “Without goals, and plans to reach them, you are like a ship that has set sail with no destination.” – Fitzhugh Dodson
  4. “Goals are dreams with deadlines.” – Diana Scharf Hunt
  5. “You must have long-term goals to keep you from being frustrated by short-term failures.” – Charles C. Noble
  6. “Crystallize your goals. Make a plan for achieving them and set yourself a deadline. Then, with supreme confidence, determination, and disregard for obstacles and other people’s criticisms, carry out your plan.” – Paul Meyer
  7. “The tragedy of life doesn’t lie in not reaching your goal. The tragedy lies in having no goals to reach.” – Benjamin Mays
  8. “Progress has little to do with speed, but much to do with direction.” – Unknown
  9. “The world makes way for the man who knows where he is going.” – Ralph Waldo Emerson
  10. “Goals help focus you on areas in both your personal and professional life that are important and meaningful, rather than being guided by what other people want you to be, do, or accomplish.” – Catherine Pulsifer
  11. “What you get by achieving your goals is not as important as what you become by achieving your goals.” – Zig Ziglar
  12. “It doesn’t matter where you are coming from. All that matters is where you are going.” – Brian Tracy
  13. “The true measure of a man is not how he behaves in moments of comfort and convenience but how he stands at times of controversy and challenges.” – Martin Luther King Jr.
  14. “It’s not the load that breaks you down, it’s the way you carry it.” – Horne, Lena
  15. “Difficulties are meant to rouse, not discourage. The human spirit is to grow strong by conflict.” – William E. Channing
  16. “Nothing is particularly hard if you divide it into small jobs.” – Henry Ford
  17. “It’s not whether you get knocked down. It’s whether you get up again.” – Vince Lombardi
  18. “You must do the thing you think you cannot do.” E- Eleanor Roosevelt
  19. “Motivation is what gets you started. Habit is what keeps you going.” – Jim Ryun
  20. “Strong lives are motivated by dynamic purposes.” – Kenneth Hildebrand
  21. “People who are unable to motivate themselves must be content with mediocrity, no matter how impressive their other talents.” – Andrew Carnegie
  22. “Be miserable. Or motivate yourself. Whatever has to be done, it’s always your choice.” – Wayne Dyer
  23. “The surest way not to fail is to be determined to succeed.”  – Richard B. Sheridan
  24. “A determined person will do more with a pen and paper than a lazy person will accomplish with a personal computer.” – Catherine Pulsifer
  25. “There is no chance, no destiny, no fate, that can hinder or control the firm resolve of a determined soul.” – Ella Wheeler Wilcox
  26. “It was courage, faith, endurance and a dogged determination to surmount all obstacles that built this bridge.” – John J. Watson
  27. “Failure will never overtake me if my determination to succeed is strong enough.” – Og Mandino
  28. “You’ve got to get up every morning with determination if you’re going to go to bed with satisfaction.” – George Lorimer
  29. “We will either find a way or make one!” – Hannibal
  30. “That some achieve great success, is proof to all that others can achieve it as well.” – Unknown
  31. “Do not let what you cannot do interfere with what you can do.” – John Wooden
  32. “Success seems to be largely a matter of hanging on after others have let go.” – William Feather
  33. “Success is the sum of small efforts, repeated day in and day out.” – Robert Collier

 

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The Loss of Free Speech in the UK and How We Should React as Christians

Updated on 03.06.2017    Last week’s ruling by a magistrate’s court in Bristol, convicting two street preachers (Michael Overd and Michael Stockwell) of a public order offence, is just another example of the loss of freedom of speech for Christians in the UK.  The prosecutor argued that publicly quoting the King James Bible in modern Britain should “be considered to be abusive and is a criminal matter.”  During the trial, the prosecutor argued:

To say to someone that Jesus is the only God is not a matter of truth. To the extent that they are saying that the only way to God is through Jesus, that cannot be a truth.

The men were found guilty under Section 31 of the Crime and Disorder Act 1998 of using “threatening or abusive words or behaviour or disorderly behaviour within the hearing or sight of a person .  .  . and the offence was religiously aggravated.” Although last year British Prime Minister Theresa May said, “We must continue to ensure that people feel able to speak about their faith, and that absolutely includes their faith in Christ,”2  this is obviously not the case.

In many ways, being a Christian was like paddling downstream.   Most everyone and everything around you reinforced your faith.   But today is a much different day.   Here are today’s challenges.

In today’s world, it is a challenge to live a Christian life.  Our culture’s definition of free speech and tolerance now seems to demand silence for those who disagree.

The world, with all its religious diversity and moral complexity, is literally at our doorstep. Every moment of every day we are confronted with differing beliefs, values, and world views. The Bible is no longer an unquestioned authority and Christianity is losing its place as the dominant religion.

If a teacher were to read C.S. Lewis to  her class, she’d likely be fired from  her job and well if you tell people about Jesus, you are ostracised for being intolerant, a fundamentalist, or an extremist.

However, remember when the saint’s of God are in the fiery furnish and refuse to give up their faith people who have never seen God will see God in you.

How Should We Speak as Christians?

First, it is important to remember to pray and intercede for those in authority over us (1 Timothy 2:1–2).

Are Afflictions Wordless Prayers? | Walter Bright.

Christianity is not about status or fame or being in control of the culture, but about  living day by day under the Lordship of Christ.

I am so glad when it comes to talking with God, we have freedom of speech.  We come before Him and He knows what we are going to say, even before we have uttered the words. (Psalm 139:4).

Whatever else we may think about Christian faith, it comes down to this: “Follow me.

The only reason we live is to make God known.

But Peter and John answered and said to them, “Whether it is right in the sight of God to listen to you more than to God, you judge. For we cannot but speak the things which we have seen and heard.” (Acts 4:19–20)

This is a spiritual battle, one in which we must stand firm even in face of those who would seek to silence the gospel.

 

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5 Inmates Escaped Maximum Security Prison

The general public is asked to be on the look out for five prisoners who are on the run having escaped prison. There names are lies, hypocrisy, hatred, pride and worldly pleasure’s.

If you recognise any of these prisoners, do not approach them on your own, call for back up from the Holy Spirit because they are very dangerous & could be armed. Please! If you are a friend of any of these prisoners encourage them to turn themselves in at the nearest PRAYER station on bent  knee.

Also, if you are a victim, don’t remain silent, an eternal life reward is awaiting the one who is brave enough & humble enough to speak out. They need to be caught by the end of the day so they can be put away for life.

Please, please, do your best to assist Godinterest. Thank you for your cooperation on this urgent matter!

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How is God our refuge? – Got Questions

Every single person has a unique, inherent worth'

It is the expressed will of God that our sanitariums shall be established as far from the cities as is consistent. So far as possible, these institutions should be located in quiet, secluded places, where opportunity will be afforded for giving the patients instruction concerning the love of God and the Eden home of our first parents, which, through the sacrifice of Christ, is to be restored to man.

In the effort made to restore the sick to health, use is to be made of the beautiful things of the Lord’s creation. Seeing the flowers, plucking the ripe fruit, listening to the happy songs of the birds, has a peculiarly exhilarating effect on the nervous system. From outdoor life men, women, and children gain a desire to be pure and guileless. By the influence of the quickening, reviving, life-giving properties of nature’s great medicinal resources, the functions of the body are strengthened, the intellect awakened, the imagination quickened, the spirits enlivened, and the mind prepared to appreciate the beauty of God’s word.

Under these influences, combined with the influence of careful treatment and wholesome food, the sick find health. The feeble step recovers its elasticity. The eye regains its brightness. The hopeless become hopeful. The once despondent countenance wears an expression of cheerfulness. The complaining tones of the voice give place to tones of content. The words express the belief, “God is our refuge and strength, a very present help in trouble.” Psalm 46:1. The clouded hope of the Christian is brightened. Faith returns. The word is heard, “Yea, though I walk through the valley of the shadow of death, I will fear no evil: for Thou art with me; Thy rod and Thy staff they comfort me.”

“My soul doth magnify the Lord, and my spirit hath rejoiced in God my Saviour.” “He giveth power to the faint; and to them that have no might He increaseth strength.” Psalm 23:4; Luke 1:46, 47; Isaiah 40:29.

The acknowledgment of God’s goodness in providing these blessings invigorates the mind. God is very near and is pleased to see His gifts appreciated.

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10 Proposed Infrastructure Projects for London to Retain Its World Class Status

London hasen’t reached the density of Hong Kong, but it’s certainly heading that way as the cities population continues to expand. The “London Infrastructure Plan 2050″ aims  to tackle the problem and outlines the spending needed for the capital to remain one of the world’s leading cities.

London Mayor  Boris Johnson Has Said £1.3tn of Investment Is Needed over the next 35 Years in Order for London to Retain Its World Class Status

“This plan is a real wake up call to the stark needs that face London over the next half century. Infrastructure underpins everything we do and we all use it every day. Without a long-term plan for investment and the political will to implement it this city will falter.”

London School of Economics Professor Tony Travers Said: “the London Infrastructure Plan Is a Necessary Step Towards Understanding the Needs of the ‘10 Million City’ Which London Will Soon Become.

Transport is the biggest focus of the  “London Infrastructure Plan 2050” as the  population hit 8.5 million in 2014 the largest it has been since 1939. By 2050 it is predicted to  exceed 11 million, growing at a rate of 41,000 a year.

Some infrastructure project proposals  are already in development, others may not be approved at all, however, these  are some transport developments suggested for London by 2050.

Bridge House, Croydon

1. Air con on the Tube,   £900m

It was find  in the beginning, in fact, conditions were so pleasant in 1906 that the city  proclaimed the underground ‘The coolest place in hot weather’. But that was before deep lines and millions of passengers.

Better Late than Never, London’s Tube Is Getting Air-con

In summer, temperatures on parts of the London Underground can become very uncomfortable due to its deep and poorly ventilated tube tunnels: temperatures as high as  116   °F were reported in the 2006 heat wave. New Tube trains, which allow better access for customers, are being rolled out on the Circle line as part of the introduction of 53 new trains on both the Hammersmith & City and Circle lines.  By the end of 2016 there will be a total of 191 walk-through, air-conditioned trains covering  40% of the Tube network running on the District,Circle, Metropolitan and  Hammersmith & City lines.

2.  Inner orbital tolled tunnel,   £15bn-25bn

Mayor sets out plan for 22-mile ring-road tunnel under London, which is considered by many to be one of the most ambitious infrastructure scheme ever proposed in the city.

The tunnel  will cost an estimated   £30 billion to construct and will remove tens of thousands of cars from the crowded streets of London and  avert traffic gridlock. With subterranean dual carriageways linking key routes, from the A40 Westway to the A12 in the east, and the A1 route north to the A2 running south.

London Major Boris Johnson, who commissioned work to develop the idea, believes it could dramatically improve quality of life for residents. He said: “I would love the views of Evening Standard readers on this. There are big arguments in favour.   There are obviously arguments against.”

Transport for London is working on the concept.

Transport for London
Transport for London has invited Alstom, Bombardier, CAF, Hitachi and Siemens to tender to supply 250 new trainsets for the London Underground
Transport for London has invited Alstom, Bombardier, CAF, Hitachi and Siemens to tender to supply 250 new trainsets for the London Underground
Transport for London

3.  Northern Line extension, £1bn

Works commenced  on London Underground’s £1bn Northern Line extensionfrom Kennington to Battersea via Nine Elms in the UK in 2015.

Tunnelling work is scheduled to start in early 2017 and will take six months to complete, while the project is expected to be completed in 2020.

The project will reduce journey times to the West End and the city to less than 15min.

4.  Cycle Super Highways,   £2bn- £4bn

London’s New Superhighway Linking East and West London Will Open on 30 April, Says the Capital’s Mayor Boris Johnson

The route, which links Barking, Canary Wharf and Tower Hill to Westminster, will open less than a week before his term is set to end.

Chris Boardman, the former Olympic champion and  policy advisor to British Cycling, said: “This YouGov poll shows us, yet again, that the vast majority of the public want to see more cycle tracks on main roads.

“If this kind of evidence isn’t enough to give politicians and transport authorities the confidence to act, I don’t know what is.”

Last month, Boris Johnson pressed ahead with plans for three cycle superhighways.

5.  Bakerloo and Overground extensions,   £2.5bn-3.5bn

The extension of the Bakerloo line could help regenerate South East London from Old Kent Road to Catford, improve routes into London and relieve congestion on the main rail services into London Bridge.

6. Crossrail 2  and 3,   £23bn- £30bn

TRANSPORT chiefs say it is “full steam ahead” for Crossrail 2 after the Government made an £80million pledge towards the project – but it will be months before passengers find out if a station will be built at Balham or Tooting.

Construction work is due to begin on the rail link in the early 2020s, which would enable the service to be operational by 2033.

7. New Stations, £500m and  24/7 Night Tube service

New stations at Cricklewood, Beam Park in Rainham and Thames Wharf could be built to support redevelopment in these areas.  It has also been claimed that night services on the Piccadilly, Central, and Northern Lines are then due to start in September, with all major lines being served by the weekend night tube by September 23.

8. Another channel tunnel,   £1bn

The “London Infrastructure Plan 2050″ suggests an additional cross-channel rail tunnel would provide high speed links from the UK to the rest of Europe for passengers and freight.

9. 13 new crossings in London,   £1-2bn

The  vision for east London includes 13  proposed new river crossings include  Gallions-Thamesmead, Belvedere-Rainham, Woolwich- Royal Docks to replace the Woolwich Ferry, as well as the Silvertown tunnel.

Boris Johnson states “By creating more links between the north and south of the river, we won’t just improve day-to-day travelling across the capital, we’ll unlock areas for development and create thousands of jobs and homes.

  • Rotherhithe to Canary Wharf: Pedestrian and cycle bridge (feasibility).
  • North Greenwich to the Isle of Dogs: a passenger ferry linking North Greenwich and the Isle of Dogs (Blackwall) (conceptual).
  • Silvertown tunnel: Twin bore tunnel connecting Silvertown on the north side to the Blackwall Tunnel Approach on the south side (preparation).
  • Charlton: a passenger ferry crossing linking the Royal Docks and Charlton Riverside (conceptual).
  • Crossrail: New rail line linking Woolwich with Custom House and onward to Canary Wharf, central London and Heathrow Airport (construction).
  • Gallions Reach: Multi-modal crossing linking Thamesmead with Beckton along a safeguarded alignment (consultation).
  • Belvedere: Multi-modal crossing connecting Belvedere with Rainham (consultation)
  • Barking Riverside to Thamesmead: London Overground tunnel extension from Barking Riverside to Thamesmead (conceptual).
  • Lower Thames Crossing: New road crossing linking Essex and Kent (progressing).
  • Diamond Jubilee: Pedestrian and cycle bridge linking Fulham with Battersea (planning permission granted).
  • Crossrail 2: New railway line connecting Hertfordshire and Surrey via central London and providing a new cross river link between Victoria and Clapham Junction (consultation).
  • Vauxhall, Nine Elms and Battersea: Pedestrian and cycle bridge (feasibility).
  • Garden Bridge: New pedestrian crossing linking the South Bank to Temple station (planning permission granted).
Thames Estuary Airport

10. Thames Estuary airport,  18bn-25bn

A new Thames Estuary Airport has been proposed at various times since the 1940s. Economic considerations have ruled out a new coastal airport, while political considerations have ruled out a new inland airport,  leaving planners with an as-yet-unresolved dilemma.

‘Bizarre proposal’ states  Rehman Chisthti, MP for Gillingham and Rainham  “The airport in the estuary was not the right thing do so we all worked together to oppose it. It’s really good news and we’re really pleased that common sense has prevailed.”

However,Boris Johnson refloats idea of Thames Estuary airport 18 months after it was rejected by Airports Commission. Mr Johnson believes a hub in the east of the capital would offer around double the number of long haul and domestic routes served by Heathrow while exposing 95 per cent fewer people to significant aircraft noise.

‘Grain isn’t the answer’ states  Rodney Chamber, Leader of Medway Council  “We have said all along that it should never have even been considered as it would have resulted in the mass destruction of habitat and wildlife that could never be replaced.”

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How to Cope with a Mis-Sold Job

How to cope with a mis-sold job

Everyone knows a story about a smart and talented professional  who has lost his or her passion for a role, who no longer looks forward to going to the office yet remains stuck without a visible way out.  Getting on the career ladder is a great thing, you start off at the bottom and work your way up, but sometimes you can get stuck and do not even realize it.

“One in Five Employees Claim They Were Mis-sold Opportunities When They Joined Their Organisation – Kelly Global Workforce Index (Kgwi).”

Commenting on the findings,  Debbie Pettingill, Director, Kelly Services UK and Ireland said

“Employee retention will become an increasing challenge for employers as we move out of the recession. As we move into a more candidate driven market, this trend is likely to accelerate. Our findings indicate that this problem is being exacerbated by the misrepresentation of job role or company culture at the interview stage, leading to the dissatisfaction of new hires.”

Most of us know what we are trying to escape a “mis-sold” job  resulting in a  narrowly defined career, inauthentic or unstimulating work, numbing corporate politics, and  perhaps  blackmail including direct  threats of being used as a scapegoat. A job where you are both overlooked and underappreciated.  One may ring true for some of you.

“Fewer than Half of Uk Employees Are Happy with the Way Their Careers Are Progressing According to New British Research.”

Why Would A  Company or Person Block Your Move?

Well, this could be because of his or her personal insecurity  i.e. as the team works well, why rock the boat? Comfort zone: sometimes the team gets too comfortable? Golden child syndrome: you’re working your butt off and your sponsor or other senior  is reaping the recognition from your amazing deliverables?

Working a job you don’t like can leave you feeling stuck, forgotten by God, and asking yourself questions like:

Why hasn’t God opened another door for me yet?  

Why is God not moving?  

Why would God leave me here in this job I hate?

But the truth is God has not left you. He’s not holding back on you. When you feel God is silent, that’s exactly when He’s moving!  Your situation does not change God. He still loves you and is with you no matter what.

Instead of looking at our situation from a perspective of fear and worry, we need to look at it through faith and hope.

What Can You Do About it?

Don’t fret, you can handover your work or completely leave the organisation and still stay sane. You might worry that announcing your intentions will cause your company grief, but ultimately you have to do what’s best for you no matter what!

Think and pray long and hard about how you’re going to drop this bombshell  as you  will need  to give notice. A  sound method is required to overcome the assault and possible backlash – including of course more prayer and fasting.

So how are you going to approach it? What’s your reasoning going to be?  How are you going to get them to understand exactly why you’re doing this?  What do you need to do in order to prepare for the big day?

Easy, you’re going to read this guide.

Strategy 1 – Remote Working Arrangement

This could  be a great approach if 80% of your  work can be  undertaken  remotely. However, while there is a very logical argument to be made in favor of working from home, many people equate remote work to a lack of productivity and laziness. These people do not realize that the switch from an office to working from home can actually lead to significant increases in productivity.

Strategy 2 – What’s in It for Me?

What’s in it for me?   That question sounds a little selfish, doesn’t it?  Maybe you  aren’t being compensated fairly, or you’re not happy with the effort vs return.  When you know your client and team needs you and you’re willing to stay for a price, don’t mess around.  Give them the real number or offer that will make it worth your while to stick it out for awhile.

Strategy 3  –  The Budget Cut

The re-structuring.  The downsizing.  The dreaded budget cut.  Whatever name you want to give it, this  can be terrifying  for a lot of professionals.  However,  if you’re  already thinking about leaving, so maybe it doesn’t have to be such a scary thing.  In fact, maybe it can be  extremely  positive for both  parties.

Strategy 4  –  The Ease Out

Still feeling weary  about leaving the organization.  Propose easing yourself out of the post.  Pick a time frame, maybe four weeks or so, and come up with a plan for slowly taking yourself out of the position.  This also allows you some time to slowly ramp down your time commitment.

Strategy 5 –  Burning Bridges in the Industry  

“Sometimes it’s about networking and being nice to people and not burning any bridges – but remembering to draw line where you must.”

There’s no harm in an early exit from a job you never plan to mention again or an interim role where you have clearly agreed on a start and finish date.  But if your manager is well connected to your industry you should try to leave on a good note.  Why? Because it’s a small world and the next hiring manager may put in a call to his or her former colleague  (a.k.a., your new manager) to get the unofficial scoop.  It happens, so if you’re going to leave anyway then try to fulfill your end of the deal.

Strategy 6  – Get Moving Fast

Imagine, for example, that you were hired to help the company manage multiple programmes and projects  across the globe, but a recent change in leadership means all efforts moving forward will be focused locally.

If you’re spending your days just trying to find ways to be productive or are undertaking a role you never signed up for, you have every right to pursue new opportunities. Of course, the first course of action should normally be to  discuss this with your manager to see if there are other roles you can take on. But if you know that this isn’t going to happen in the new world, get moving fast.

Strategy 7  – Your Dream Job Awaits

“When you’re being interviewed, always treat the interview as a 50-50 thing,” says Andy Dallas, a director at Robert Half International, recruitment consultants. “Ask what you can expect to be doing in your first week, month and three months. Ask what a successful year looks like.”

Dream jobs don’t come every day. So, if you have a chance at yours, take it quickly  and congratulate yourself for being strong enough to leave when you were unhappy.

Strategy 8 – Remeber to Be Patient  

We will not always be in a job we desire. Maybe you are fresh out of school and are working a job that has nothing to do with the degree you just earned. Maybe you are in a situation where you are working at a job where you are overqualified, overworked, and fed up. Maybe, for the most part, you love your job but get discouraged by the mundane tasks that take up time from doing the aspects of your job you love most.    

“Humble yourselves before the Lord, and he will exalt you.” – James 4:10 NIV

Here’s the thing: God will still use this season to grow, develop, and prepare you. Any season that humbles us is preparing us for what God has next.

Any thoughts to share?

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Bridge House, Croydon, Is Prefab Really Prefabulous?

Prefabricated homes have been available for years and date back at least a century. The Sears Roebuck index made and offered prefab homes to the public as early as 1908, and Prefab was later explored by famous twentieth-century architects, such as, Walter Gropius, Le Corbusier, Marcel Breuer, Frank Lloyd Wright, who saw the method as a likely solution to the dilemma of housing in modern society.   Interest in Prefab grew in the first half of the twentieth-century, with the outburst of manufacturing expertise and the creation of the assembly line.

Historically the mention of prefabricated houses invokes memories of housing built to cover in the temporary a deficiency of housing in the UK following the World Wars.

The Government promised ‘homes fit for heroes’, however, negative public attitudes surfaced towards prefabricated housing because of substandard building materials used and poor workmanship.

A staggering 1 million of these homes were built during the 20th century and more than half a century on, many are still standing despite no foundations.   A few are listed while others have been demolished.

Today people remember the shabby mobile classrooms as in, bitter cold in winter and like an oven in summer.   Therefore, memories have rendered the concept of prefabricated houses an unattractive idea.   Talk about the term prefabricated housing to an architect, and their eyes will beam with visions of fascinating contemporary homes.   However, talk to the ordinary person on the street and people immediately think that we are going down the same path, a pretty hard image to shake off.   The very factors that are presented as positive advantages of prefabricated homes became liabilities in the eyes of homeowners who wanted a durable appreciating asset.

Prefab

An example can be found by looking at the prefabricated houses on Catford estate built by German and Italian prisoners of war in 1946.

Catford prefab estate. Robin Bell: 2008
Catford prefab estate. Robin Bell: 2008

‘They were not built to last and need regular maintenance.   They are just large sheds really and taking up a lot of space.   They should really be demolished.’   (Drake 2008)

Over the ten years, Lewisham Council has tried to develop the site many times and a review    found none of the dwellings met Decent Homes Standard.

So why do more and more developers  choose prefabricated construction?

First and foremost – Speed. “It may  take a bit longer in terms of design,  preparation and planning but site based  activities are taking up to 30%  less time and allowing homes to  reach the market sooner. Other  reasons cited include, in order of  preference:

  • Design Quality
  • Cost
  • Previous Experience
  • Funding

Source: Design and Modern Methods of  Construction. The Housing Corporation  and CABE 2004″

Bridge House (Example)

Croydon Vision 2020  is a regeneration programme by the  London Borough of Croydon  for the centre of  Croydon  in  South London.  The Old Town Masterplan focused on the area between the High Street and Roman Way, one of the oldest areas of Croydon.

Formerly the site of a telephone exchange, Bridge House is  a £20 million  development that has provided 27 private  and 48 affordable apartments, above  ground and mezzanine retail spaces.

The block wraps around an existing  multi-storey car park and offers the  opportunity for cafs and shops to  open onto the new square. A mix of  green and brown roofs, to support  biodiversity, form part of a series of  environmental measures and the  scheme is to be of modular  construction.

The Croydon  chose the modular  approach principally because of the  speed of construction offered. The  project began on site in the spring  of 2006 and the  75 flats were  stated to have been erected in  approximately 26 days, vastly  outperforming the time taken by  traditional construction.

Client: Howard Holdings plc

Architect: AWW

Structures: Walsh Associates

Principal Supplier: MC First

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Growing Your Online Ministry

About 2000 years ago, Jesus left His followers with the command to go and tell the world about Him. Ever since that moment, the message of the gospel has traversed the Earth in almost every way you can imagine!

It goes without saying that every church or ministry is seeking to establish their presence online. After all, what would be the point of having a website if you were not looking for more engagement from it.

But what is tragically sad, is the fact that so many church and ministry websites don’t seem to move past delivering the events calendar and various media elements they have placed online. “the university Student who lends a hand, isn’t that enough?” No! The reason is, if you are not actively pushing these elements to all mainstream social networking sites, your presence will not grow?

The Content Struggle

When it comes to growing your online ministry, one of the areas that seems to get overlooked the most is in providing and delivering engaging articles that provide answers to questions that many people are going through in life today.

This is where people within your congregation or ministry can play a huge part in helping to deliver this type of content.

Heard It Through the Grapevine?

How many people have you seen posting short novels in their what-apps groups? So why not have those people put their thoughts together and place it in a well thought out article. Seriously, it is just that simple! You should make it so everyone will want to provide your ministry or church website with content.  Think about how many teens you have in your church or ministry.

How many of them have cell phones and are taking selfies and live video’s at rates like never before. What is it? It’s content. We have seen churches utilise Facebook Live to make mock music video’s with various members of their congregation. And it’s still Gains Attention!

Keep your content fresh and growing your online ministry will fall into place and begin sprouting and growing into something unique and beautiful.

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The Garden Bridge Project, London

Computer rendering of the planned bridge, created by engineers Arup
Computer rendering of the planned bridge, created by engineers Arup

Thomas Heatherwick’s Garden Bridge  has moved  one step closer to reality with the appointment of building contractors Bouygues Travaux Publics and  Cimolai. Building work  is now scheduled to  start this summer 2016,  but opponents and locals are still not convinced.

Why Is London’s Garden Bridge worth as Much as Five Lancashire Museums? Ask’s Joanna Lumley

The  Opponents

For those of you who aren’t aware of the project, it’s intended to be a plant-covered pedestrian bridge across the River Thames between the South Bank and Temple. The Bridge was designed by  Heatherwick  after being conceived by  British actress Joanna Lumley.

Coined  as a “wondrous green oasis floating above the River Thames”, the £175m 367-metre-long Garden Bridge, backed by London mayor Boris Johnson, has sparked a huge amount of  controversy in London with calls for the project  to be halted  from a number of local politicians. This includes Vauxhall  MP Kate Hoey and  three councillors from the London Borough of Lambeth, even though  planning permission was granted by both local authorities  in late 2014.

Writing in the Guardian,  Ian Jack  contrasted the £60m taxpayer support for the project with the closure of five Lancashire museums – two of the which are nationally important and forty libraries. Jack described the bridge as unwanted and unnecessary and the closures as “cultural disembowelment.

In November 2014, it was claimed that the bridge would be off limits to groups of eight or more people and cyclists, and closed between midnight and 6am. Critiques fear that  the £175m bridge, which already has £60m in official grants and loans, will require a bailout if costs rise or efforts to drum up further private money fail.

Halt London Garden Bridge Project, Says RIBA President

An  study by The Architect’s Journal  found that Heatherwick was present for at least five  meetings with London’s mayor Boris Johnson prior to the contest. The AJ  also claimed that a manager for government body Transport for London (TfL) had reported anomalies  in  the design competition.

“It’s Now Abundantly Clear That the Design Competition That Transport for London Held in Early 2013 Was Nothing of the Sort,” Aj Deputy Editor Will Hurst Told Dezeen

Kate Hoey, the Labour MP whose Vauxhall constituency is on the south side of the bridge, has said “it is quite clear they haven’t raised nearly as much money as they originally thought.” However, The Garden Bridge Trust which  was launched on 1 November 2013 to oversee the project argued that its  perfectly ordinary for large infrastructure  projects to begin work while fundraising determinations continue, however, in Project Journal’s experience such ambitious construction projects commonly overrun in terms of budget and time.  For  example,  an extension to the Tate Modern art gallery  was scheduled to open in 2012 at a cost of £215m. It will instead open this  year  at an estimated cost of   £260m.

The Garden Bridge Trust has now raised an additional £85 million.

The Project

The Garden Bridge project began as a seamlessly innocent idea, a beautiful new garden floating above the River Thames, sounds amazing. Imagine crossing a river surrounded by wildlife in the middle of London City. Imagine a morning commute through a peaceful garden. Well, the Garden Bridge Trust intends to make this a reality. However, who will benefit the most, the rich, middle class, or the poor?

The bridge is planned to be 30 metres (98  ft) across at its widest point. It would run from the roof of Temple station  as a continuation of Arundel Street  on the north bank to Queen’s Walk by the London Studios, where a large public green open space would be redeveloped to provide a commercial building associated with the project. The bridge will feature trees,  shrubs, and  wildflowers. Its construction would require 32 mature trees in the avenue on Queen’s Walk, on the South Bank.

“The Garden Bridge Will Be an Extraordinarily Special Place, Either to Race Across, Relax in or Look Back at the Rest of the City’s Sights.” Thomas Heatherwick

The bridge is officially scheduled to open late 2018. Hoey said it would be “particularly inexcusable” for any more public money to be committed when her constituency was struggling under government cuts.

If you’re wondering why the bridge is being built in the first place, or why Jane Duncan is asking for the project to be terminated, read Ian Jack’s opinion piece  ‘Why is London’s Garden Bridge worth as much as five Lancashire museums? Ask Joanna Lumley’  a particularly powerful and unforgiving piece, and for us, the truth.

 

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15 Shocking Project Management Statistics

15 Shocking Project Management Statistics

The project management landscape is changing  with an increased emphasis on productivity, reporting, and information technology. A number of studies have been completed that look into the success and  failure rates of projects.

Below are  15 shocking  statistics that reveal how project management has changed and is performing across various industries over the last 5 years.

  1. There is  projected to be 15.7 million new project management roles to  be added globally across seven project-intensive industries by 2020 reaching an economic impact of over $18 trillion, across seven project-intensive industries  including  Manufacturing, Finance & Insurance, Information Services, Utilities, Business Services, Oil & Gas  and  Construction (Project Management Institute)
  2. 75% of IT executives believe their projects are “doomed from the start. (Geneca)
  3. The healthcare industry is projected to increase project management roles by 30%,  a higher growth rate than any current project intensive industry between 2010 and  2020. (Project Management Institute)
  4. A third of all projects were successfully completed on time and on budget over the past year. (Standish Group)
  5. 80% of “high-performing” projects are led by a certified project manager.  (PricewaterhouseCoopers, Insights and Trends: Current Programme and Project Management Practices 2012)
  6. One in six IT projects have an average cost overrun of 200%.  (Harvard Business Review 2004)
  7. 44% of project managers use no software, even though PWC found that the use of commercially available PM software increases performance and satisfaction. (Pricewaterhouse Coopers)
  8. More than 90% of organizations perform some type of project postmortem or closeout retrospective. (The Standish Group: CHAOS Research Report 2013)
  9. On average, it takes 7 years in the profession to go from entry-level to managing large, complex projects.  (ESI International: Annual Salary Survey 2013)
  10. The average large IT project runs 45% over budget, 7% over time, and delivers 56% less value than expected. (Project Management Institute: Pulse of the Profession 2015)
  11. Only 64% of projects meet their goals. (Project Management Institute: Pulse of the Profession 2015)
  12. 60% of companies don’t measure ROI on projects. (KPMG New Zealand: Project Management Survey 2010)
  13. The United States economy loses $50-$150 billion per year due to failed IT projects. (Gallup Business Review)
  14. In just a 12 month period 49% of organizations had suffered a recent project failure.  In the same period only 2% of organizations reported that all of their projects achieved the desired benefits.  86% of organizations reported a shortfall of at least 25% of targeted benefits across their portfolio of projects and many organizations failed to measure benefits so they are unaware of their true status in terms of benefits realization. (KPMG – Global IT Project Management Survey 2005)
  15. According to an IBM study, only 40% of projects meet schedule, budget and quality goals. (Harvard Business Review 2004)

If you have any other project management statistics please share them with us.

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Raines Court, Hackney

Protected from the weather and supported by industrial control systems, factories can produce a range of components from simple panels to fully fitted-out modules which are ready to be assembled on site. And here is where the arguments start: advantages include more consistent working conditions and therefore better quality of performance and finishes, less wastage of materials, fewer journeys to site, less disruption of the local neighbourhood, faster construction times, better health and safety. These are some of the benefits which factory built homes can bring.

KREOD Pavilion
“Modular Eco-House System” in cooperation with Vita Giannini 3D design by Antonis Manolessos
Former Granada Cinema, 58 St Johns Hill
“Modular Eco-House System” in cooperation with Vita Giannini 3D design by Antonis Manolessos

“If we don’t keep investigating prefab, we risk squandering a lot of resources and not delivering enough housing.” says Andy Matthews of architect Proctor & Matthews.

 

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An extended experiment into the potential for delivering high-quality housing through off-site construction methods Raines Court is one of the largest prefabricated schemes built to date in the UK.  Raines Court consists of 61 shared ownership flats (11×3-bed, 41×2-bed, 1×1-bed plus 8 x live/work units) for public sector key workers and local people in Hackney on moderate incomes on the site of the former dairy products distribution yard on Northwold Road, Stoke Newington. The main components are modular units complete with fixtures and fittings, tiling, bathrooms, kitchens, heating, transported by lorry from York and craned into position. With its steel-framed modules, zinc-clad façade and splashes of vivid colour, Raines Court wears its modular form proudly.

Public opinion is divided on its success as a result of this but it has won several architectural awards and there is no doubting the generous layout and provision of the flats.

At six-storeys in a largely  low-rise neighbourhood, the scheme is a radical, bold insertion that establishes a civic presence.

This estate was the second Peabody  development constructed using prefabricated modules manufactured and was completed in 2003.

Client: Peabody Trust

Architect: AHMM

Structural Engineer: whitbybird

Contractor: Wates

Principal Supplier: Yorkon

Completion: 2003

Cost: £8.9 Million

 

Awards:

British construction Industry Awards: Best Practice 2004

Housing Design Award 2004

RIBA Award for Architecture 2004

Housing Design Award 2001

Housing Forum Demonstration Project 2001

 

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You Were Never Made to Be ‘Productive’

Compared to people in other industrialized nations, Americans work longer hours, take fewer vacation days, and retire later in life. Busyness, once seen as the curse of the disadvantaged, has become equated with status and importance. Our work increasingly defines who we are.

“Godly rest (distinct from play, relaxation, or sleep) is inextricably tied to our identity as children of God.”

The solution perhaps is to be “Lazy Intelligent”?  That sounds like something an unsuccessful, lazy slacker would say, isn’t it? Actually, it’s the opposite. One of America’s most influential and controversial science fiction authors Robert Heinlein uttered these words during his time. Despite his nod to laziness, Heinlein went on to pen hit titles such as Starship Troopers and Stranger in a Strange Land.

Productive laziness is not about doing absolutely nothing at all. It’s not about just sitting around and drinking coffee or engaging in idle gossip while watching the non-delivered project milestones disappear into the horizon. In fact, this behavior would lead to a very short-lived project management career.

Laziness Is Not Synonymous with Stupidity

Instead, productive laziness should be viewed as a more focused approach to management. Adopting this mindset means concentrating efforts where it really matters, rather than spreading yourself thing over unimportant, non-critical activities that in some cases don’t need to be addressed at all.

According to the Pareto Principle — Also Known as the “80/20 Rule” — 80 Percent of the Consequences Stem from 20 Percent of the Causes.

While the idea has a rule-of-thumb application, it’s also commonly misused. For example, just because one solution fits 80 percent of cases, that doesn’t mean it only requires 20 percent of the resources needed to solve all cases.

The principle, suggested by management thinker Joseph M. Juran, was named after Italian economist Vilfredo Pareto, who observed that 80 percent of property in Italy was owned by 20 percent of the population. As a result, it was assumed that most of the result in any situation was determined by a small number of causes.

Rest Is at the Center of God’s Design

Every smart but lazy person should consider the 80/20 Rule each day. For managers, the principle is a reminder to concentrate on the 20 percent of work that really matters.

Contrary to belief, 80 percent of success is not just showing up. In fact, only 20 percent of what you do during the day will produce 80 percent of your results. Therefore, it is important to identify and focus on that 20 percent during the working day.

Project Journal5

When genius and laziness meet, the results can be magical. Being just the right combination of smart and lazy can bring you to have a real edge over others. Interestingly enough, smart lazy people are generally better suited for leadership roles in organizations.  These people make great strategic thinkers and leaders. They do things in a smart way in order to expend the least effort. They don’t rush into things, taking that little bit of extra time to think and find the shortest, best path.

They  question, contradict, and show dissent against inefficient methods or unnecessary tasks.

“Whenever There Is a Hard Job to Be Done, I Assign It to a Lazy Man; He Is Sure to Find an Easy Way of Doing It. — Bill Gates”

Bill’s not the only guy, who believes that laziness doesn’t necessarily have to be a bad thing.  German Generalfeldmarschall Helmuth Karl Bernhard Graf von Moltke was the chief of staff for the Prussian Army for 30 years. He is regarded as one of the greatest strategists of the latter 1800s among historical scholars and is the creator of the more modern method of directing armies in the field.

Moltke observed his troops and categorized them based on their intelligence, diligence and laziness. If soldiers proved to be both lazy and smart, they were promoted to leadership because they knew how to be successful with efficiency. If soldiers were smart and diligent, they were deployed into a staff function, focusing on the details. Soldiers who were not smart and lazy were left alone in hopes they would come up with a great idea someday. Finally, soldiers who were not smart but diligent were removed from ranks.

Like Moltke’s army, the lazy manager is all about applying these principles in the delivery and management of work. You’re likely not stupid since you’ve landed the management position, but how are your lazy skills? Applying smart-lazy tactics will not only allow your work to be more successful, but you will also be seen as a successful individual and a top candidate for future leadership roles.

Think return on investment (time spent versus money earned ratio) rather than busy work and  don’t restrict yourself to a certain way  of doing things just for the sake of the status quo.

These people make great strategic thinkers and leaders. They do things in a smart way in order to expend the least effort. They don’t rush into things, taking that little bit of extra time to think and find the shortest, best path.

In the wise words of Bill Gate’s and American automotive industrialist Walter Chrysler, “Whenever there is a hard job to be done, assign it to a lazy man or woman for that matter; as he or she is sure to find an easy way of doing it.”

For an overachieving people-pleaser like me, thinking of rest as an innate part of who we were created to be—not as a discipline or something to be earned—is compelling. It is yet another form of God’s infinite grace, one that’s needed today more than ever.

Co-Author Peter Taylor

Described as “perhaps the most entertaining and inspiring speaker in the project management world today”, Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’.

 

 

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