Fighting Gender Discrimination in The High-Tech World

New research suggests that tech-savvy women might face gender discrimination in jobs at high-tech firms, partly due to mismanaged projects.

It shows gender discrimination is still as prevalent in the UK as it was 20 years ago, and comes as International Women’s Day will be celebrated this week on March 8, for the 103rd year.

The book “The Recruitment, Retention and Advancement of Technical Women: Breaking Barriers to Cultural Change in Corporations” by the Anita Borg Institute for Women and Technology, a Palo Alto-based nonprofit organization focusing on the role of women at high-tech firms.

“More than a Quarter of Women Have Experienced Some Form of Gender Discrimination in the Workplace, a New Study Shows.”

Tech firms typically rely on a “hero mindset” to save poorly organised runaway coding projects.  As a result, employees with family responsibilities (generally considered to be women) are left out, the report said.

The Research Also Suggests out of 1,500 Office Workers in the Uk, 26% of Women Felt That Having Children Held Them Back in Their Career

The research also suggests that there is evidence of bias against women in recruitment and job assignment in places where high-tech corporate cultures thrive on this “hero mindset” that “rewards a ‘last minute’ crunch where 24/7 work becomes necessary to ‘save’ a project.” However, these environments fail to acknowledge family responsibilities and flexibility needs, the report said.

This fly-by-the-seat-of-your-pants workday culture represents a pattern that’s grown mainly because an organization poorly defines project management and requirements.

For example, Silicon Valley’s sometimes frantic fire-fighting pace and in-your-face communication style produces many technical cultures that often “leave women feeling isolated and crushed,” notes the report.

The study also reflects what 59 senior business and tech managers — both men and women from companies like Cisco, Facebook, Goldman Sachs, Google, HP, IBM, Intel, Microsoft and Symantec — shared during a closed forum  organized by the Anita Borg Institute. According to the report, it’s common in the high-tech world to find the modern equivalent of the “good old boys network” that tends to hire “people who are like them.”

Technical women these days are “still a rarity,” said Dr. Carolyn Simard, author of the report. She added that in the United States, women earn just 18 percent of computer science degrees in college. That figure is sharply down from the 37 percent observed in 1985. Yet technical demand is still expected to grow as much as 32 percent by 2018.

The Institute published a second report titled “Senior Technical Women: A Profile of Success,” which surveyed approximately 1,800 participants from seven unidentified high-tech firms in Silicon Valley.

It found that women now hold about four percent of the senior-level technical positions at high-tech firms and an estimated one-quarter of all tech jobs. On higher levels, women are more likely to end up in a managerial position compared to men (36.9 percent of women compared to 19 percent of men), who are more likely to hold “individual contributor positions” in technical coding jobs.

The second study also found that men and women in technical jobs value most of the same attributes for success, such as being analytical, questioning, risk-taking, collaborative, entrepreneurial, assertive, working long hours and being sociable.

Far more often than men, women generally have “primary responsibility for the household,” the study showed. However, senior-level tech women are much more likely to have a partner who holds primary responsibility for the household and children (23.5 percent of partnered senior women) compared to entry or mid-level women (13.4 percent). Senior-level tech women are also more likely than their male counterparts to forego a partner and children because they believe they might hinder their careers.

To improve work-life balance and stop any perceived gender bias against women in the high-tech world, the Anita Borg Institute is pushing a few ideas that will generate debate and controversy.

“The Equality Act 2010 Makes It Unlawful for an Employer to Discriminate Against Employees Because of Their Gender.”

One recommendation suggests that because there is evidence that women are eliminated in the hiring process at the resume review level, companies might consider “that all women candidates should at least get an interview.”

With backing from firms like HP, Google, Facebook, Intel and Intuit, the Anita Borg Institute even suggested that it might be possible to create a software tool designed to weed out any unconscious bias against hiring or promoting women in the tech world.

This “software tool for detecting bias” was proposed at the Institute’s forum. It can use language recognition to zero in on everything from performance evaluations to letters of recommendation that exhibit gender bias. An online tool like this can be found at Harvard’s Project Implicit.

“We envision building on such research to create a system where specific language can be fed and analyzed for the existence of bias,” the report said. “Using machine learning and text analysis methods would help organizations and individuals address the existence of bias before the damaging language is formally used in recommendations or evaluations.”

Additionally, the software would be a “high-impact diagnostic tool for calibrating organizations with regard to hiring and promotion decisions.”

35 Powerful Quotes That Will Inspire You to Be Successful

Being a both a Christian and a leader can be an emotional ride, with ups, downs, joy, and disappointment. Words have power and these inspiring and motivating quotes are guaranteed to challenge the way you think and perhaps even change the way you live.

We  hope they resonate with you as much as they have with us.  Sometimes a little piece of advice or wisdom from a brilliant mind can help you motor through even the most difficult of times.

  1. I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. ’- Maya Angelou
  2. It’s not the load that breaks you down, it’s the way you carry it. ’- Lou Holtz
  3. What happened, happened, and it wouldn’t have happened any other way. Lewis Carroll
  4. Choose a job that you like, and you will never have to work a day in your life. ’- Confucius
  5. Fools give full vent to their rage, but the wise bring calm in the end. ’-  Proverbs 29:11
  6. Perfection is not attainable, but if we chase perfection we can catch excellence. —Vince Lombardi
  7. Whatever the mind can conceive and believe, the mind can achieve. ’- Napoleon Hill
  8. Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great. ’- Mark Twain
  9. The function of leadership is to produce more leaders, not more followers. ’- Ralph Nader
  10. As iron sharpens iron, so one person sharpens another. ’- Proverbs 27:17
  11. If you cannot do great things, do small things in a great way. ’- Napoleon Hill
  12. What is not started will never get finished. ’- Johann Wolfgang von Goethe
  13. When you cease to dream, you cease to live. ’- Malcolm Forbes
  14. Build your own dreams, or someone else will hire you to build theirs. ’- Farrah Gray
  15. Your most unhappy customers are your greatest source of learning. ’- Unknown
  16. Winners never quit, and quitters never win. ’- Vince Lombardi
  17. Your time is limited, so don’t waste it living someone else’s life. ’- Unknown
  18. Life is 10% what happens to me and 90% of how I react to it. —Charles Swindoll
  19. The price of success is hard work, dedication to the job at hand  and the determination that whether we win or lose, we have applied the best of ourselves to the task at hand. ’- Vince Lombardi
  20. Speak your mind, even if your voice shakes. ’- Maggie Kuhn
  21. It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently. ’- Warren Buffett
  22. Remember no one can make you feel inferior without your consent. —Eleanor Roosevelt
  23. When someone tells me “no,” it doesn’t mean I can’t do it, it simply means I can’t do it with them. ’- Karen E. Quinones Miller
  24. If you want to lift yourself up, lift up someone else. —Booker T. Washington
  25. You can’t build a reputation on what you are going to do. ’- Henry Ford
  26. A person who never made a mistake never tried anything new. ’- Unknown
  27. I am not a product of my circumstances. I am a product of my decisions. —Stephen Covey
  28. Logic will get you from A to B. Imagination will take you everywhere. ’- Unknown
  29. Remember that not getting what you want is sometimes a wonderful stroke of luck. ’- Unknown
  30. I can’t change the direction of the wind, but I can adjust my sails to always reach my destination. —Jimmy Dean
  31. If you’re offered a seat on a rocket ship, don’t ask what seat! Just get on. —Sheryl Sandberg. —  Proverbs 15:1
  32. A gentle answer turns away wrath, but a harsh word stirs up anger
  33. Everything you’ve ever wanted is on the other side of fear. —George Addair
  34. The most difficult thing is the decision to act, the rest is merely tenacity. —Amelia Earhart
  35. A good name is more desirable than great riches; to be esteemed is better than silver or gold. —  Proverbs 22:1

Bookmark this page and come back to it when you need some inspiration and motivation.

66% of IT Projects Fail

Is Britain a nation of slient Christians?

Only one in three software projects will turn out to be successful. According to Standish Group’s 2015 Chaos report, 66% of technology projects (based on the analysis of 50,000 projects worldwide) end in partial or total failure. More surprisingly, these statistics have been the same for the last five years, the report shows. Furthermore, 17% of large IT projects go so badly that they can threaten the very existence of  a company.

On Average, Large It Projects Run 45% over Budget and 7% over Time, While Delivering 56% Less Value than Predicted

Despite such failures, huge sums continue to be invested in IT projects and written off. For example the cost of project failure across the European Union was ┚¬142 billion in 2004.

It Projects Always Come with an Element of Risk, but There Are Huge Gains to Be Had If We Can Just Avoid Some of the Factors That Contribute Frequently to Project Failure

What makes a IT project successful, though?

According to the Standish Group, a successful project is on time, on budget and has satisfactory results (value, user and sponsor satisfaction, and meets target requirements). Other measures of success are widely known and accepted as true such as getting requirements right, providing effective leadership, and having full support and engagement from sponsors and users. Without these, it’s unlikely that any project would succeed.

But there’s more to success than what is widely known and, apparently, rarely followed. To reduce the risk of failure for your tech project, here are  six key actions to take on the road to success.

1. Executive Vision and Involvement

Without a Executive Senior Sponsor Its Easy for Projects to Fail with the Organizational Resistance That Accompanies Large Change

Executive involvement is a primary variable in predicting the success of an IT project.   Having a leadership team aligned across an organization articulating the purpose, value, and rationale for a project goes a long way towards getting stakeholders and end-users pulling the proverbial rope in the same direction.

2. Have a clear view of scope and timetable

Oftentimes, a tech project flops because its developers fail to plan and rush forward with  an idea. However, some project  managers plan so meticulously that they end up falling behind and lose momentum. The best approach is somewhere in between.

Interviewing team members, documenting requirements, prioritizing what is “mission critical” versus “nice to have,” getting agreement across stakeholders can feel like a never-ending cycle.   As a result, requirement gathering has fallen out of fashion with many organizations  in the past few years.

However, the ideal starting point for a successful technology project is to have a set of fundamental requirements with sufficient detail to develop against.

Requirement Gathering Is Labour-intensive and Challenging but Remains the Roadmap and Measuring Stick for Software Projects

This approach allows you to maintain sight of the business benefits as well as engaging stakeholders and responding to their feedback.  In combination with a  clear business case, a  well-defined set of requirements also simplifies design and testing, two areas where projects tend to go  sideways.

Ensure that requirements for the project are clearly defined and agreed upon among stakeholders and that you have a way to track, measure, and manage changes in requirements as appropriate during the project.

3. Define how you will deliver

When it comes to delivering a major project, one size does not always fit all. All products are customizable to some degree, so what might have worked  in one company may not work in another company.

That being said, why reinvent the wheel if it’s already proven successful?  Sometimes it  can be more beneficial to  use an existing  off the shelf solution. Whichever direction you take,  choose the delivery mode that works best for your company.

4. Risk Identification and Management

Every project has risk and  there are many  factors out of your control. People leave the organization, for better or worse, leadership changes,   budgets get cut, however, many risks  to projects can be mitigated or even eliminated with some forethought and on-going management.    For example, do you have the resources you need to deliver the project (resource risk).   Are project goals clearly understood and requirements clearly defined (scope risk).   Do you have a realistic project plan and timeline (time risk).

Mitigating Risk Is a Combination of Science and Art, and Always a Balancing Process

5. Test your product again and again

A technology project is something that should overall support your business. It should not be something that dictates and forces you to  change your operations. If this is happening, you should shift gears and focus on tweaking the technology, rather than lowering expectations and adopting less ideal requirements.

Adequate testing is a must for any tech project. While some features may be fine with automated testing, the best approach is to have a dedicated testing team. Testing activities should mirror those with the development team throughout the project’s lifetime. With thorough testing, a project should deliver with less design flaws or missing requirements.

6. Prioritize simplicity and performance

Developers often leave the external look and feel of a product to the wayside thinking these things are not necessities for the consumer to enjoy. However, user experience is absolutely critical to the success of the project.

Developers must consider things like storage, network requirements, processing speeds and overall performance in order to satisfy the customer. If users are going to have to wait for an extended period to allow information to load, there must be a good reason for the wait, otherwise they won’t return for future products.

Simplification and Improved Efficiency Is What Adds Value

Ultimately, using the product should be a smooth and intuitive experience. Additionally, tools and alternative routes must be placed logically without being intrusive. The process can be complicated, but the finished product should emit simplicity. After all, that’s what makes companies like Apple so successful. Simplification and improved efficiency is what adds value.

A Day in the Life of a Project Manager

Managing Daily Routines: A Day in the Life of a IT Project Manager

We all know that project managers are responsible for managing projects through to completion while remaining on time and within budget, but how exactly do they do it? What does a typical day look like for a project manager?

Here’s a sample of what a typical day might look like for a project manager.

The Early Bird Gets the Worm, Success Comes to Those Who Prepare Well and Put in Effort

8.30  am: Starting the day
After settling in for the day’s activities, it’s time to plan out the day. Start up the computer, email clients, draft team schedules, organize time sheets and  create the to-do list.

To-do lists help managers and their teams stay on track. If a manager notices that one team member has yet to deliver an assignment, they can address this issue first thing in the morning; otherwise, delays can build up and affect the project. Likewise, lists help managers see the next course of action for projects.

9:15 am: Time to get moving

Efficiency is a must and there is no time to be wasted in project management. After a quick review of project plans and to-do lists, the manager must be prepared to get his team moving right away.

Round up team members, review the project’s current position and emphasize the next course of action. In order to get the team moving on assignments, strong project managers set deadlines throughout the day.

Morning team meetings are also necessary to make sure each member understands the project and their assignments. It’s also a time to answer any questions for clarity or to get feedback or concerns from individuals.

While daily group meetings can be important, they are not always necessary and can be counter-productive. If the team is on the same page and everyone is ready to tackle the tasks of the day, spend a short period re-grouping so that the team can get on and complete their assignments. There’s no need to spend hours planning and reviewing.

10 am: Meetings, meetings, meetings
More than one project manager will be  more than likely  in the office  and they will all need to work together for the benefit of the programme. This is why meetings with other managers and higher ups are necessary in a project manager’s day.

Meetings allow each project manager to go through the status of their respective projects and to track the weekly schedule and other deadlines. It is also a time to address any business-critical tasks that might come up.

It’s worth considering that only 7% of communication is spoken. The other 93% is made up of tone (38%) and body language (55%). So although facts and figures are easily communicated via email, letter or phone, an actual discussion or negotiation is best handled where you can see the other person and therefore are able to see for yourself what their tone and body have to say on the matter.

10:30 am: Tackling the small stuff
Meetings will be on and off throughout the day for project managers, which is why it’s important to tackle the small tasks in between appointments. Small tasks include wrapping project reports, booking future meetings, answering correspondences with other colleagues, reviewing items and team reports among other things.

It’s also important to schedule post-mortem meetings with the project team  to review the success of  projects  in order  to apply any  lessons learnt to future projects.

11 am: Project kick-off meeting
When one project ends, another begins, which means it’s time for yet another project kick-off meeting. Kick-off meetings can take on various forms, depending on the type of business. However, they all share the same basic needs.

Every individual involved with the new project should be in attendance and have the latest version of project specifications in written form. As project manager, it might be wise to send this to team members several days before the kick-off meeting to ensure everyone has time to review.

During a kick-off meeting, it’s important to review the overall goals for the project, both commercial and technical details, break down functional requirements, and spend time for discussion and questions. By allowing team members to communicate questions and share ideas, it opens the lines of communication and may bring up potential concerns that might have been missed in the initial planning stages.

Conclude kick-off meetings with a definition of the next steps and be sure individuals are aware of deadlines and their assignments.

11:30 am: Reviewing project specs, budgets and scheduling submissions
Other important tasks to tackle in between meetings include reviewing specifications and budgets and schedules for future projects. If a project begins that day, now would be a good time to  apply the  finishing touches to the project documentation before presentation and approval.

When it comes to establishing project estimates and budgets, a project manager must bring all of his experience into play in order to create a realistic budget that includes wiggle room for factors such as project complexity, team experience and skill levels, stakeholders involvement, time needed, third-party services needed, and contingency allowances among many other things.

It’s Not Easy to Squeeze in a Lunch Break, but It’s Often Necessary for the Project Managers Health and Sanity

12 pm: Lunch
In the midst of the seeming chaos that is project management, be sure to fuel up for the rest of the day’s work. Lunch is also a great span of time to check in with team members to make sure they are still on target for later-day deadlines.

2 pm: Launching the next project
After digesting lunch, it’s time to launch the next project. Get the whole team ready to go live and present the project to the client and begin testing aspects of the project in a live environment. It’s a time to spot problems and address them and review schedules and deadlines and other project needs.

3 pm: Time for everything else
The final two hours in the office are spent addressing everything else on the project manager’s plate. A project manager must be good at multi-tasking and whatever duties couldn’t be accomplished throughout the day are reserved for the final hours. Most of the time, lower priority tasks are reserved for afternoon hours. These tasks could include project update meetings with various departments, logging finances, reviewing monthly project schedules, approving time sheets, writing weekly reports, sorting purchase orders and communicating with suppliers. There are so many other small to-do list items that project managers are responsible for, but are often overlooked.

Spending Time at the End of the Day as Well as the Beginning to Review and Plan Will Only Help You Succeed as a Project Manager

5 pm: Review the day, plan for tomorrow
Before heading home, review the day’s list and what’s been accomplished. Anything that has been added or was left unfinished should be scheduled for the next day or sometime throughout the week. Reflect on your team’s work and clear the email inbox. Use a filing system that makes sense for you and be ruthless about deleting stuff. The beauty of an empty inbox is a thing to behold. It is calming, peaceful and wonderful.

65% of Mega-projects Fail

There’s a reason why  Mega-projects are simply called “Mega-projects.” Extremely large in scale with significant impacts on communities, environment and budgets, mega-projects attract a lot of public attention and often cost more than 1 billion. Because of its grandiose, a successful mega-project requires a lot of planning, responsibility and work. Likewise, the magnificence of such projects also creates a large margin for failure.

Mega-projects Come with Big Expectations. But a Project’s Success Is Often in the Eye of the Beholder

Despite their socio-economic significance mega-projects – delivering airports, railways, power plants, Olympic parks and other long-lived assets – have a reputation for failure. It is thought that  over optimism, over complexity, poor execution, and weakness in organizational design and capabilities are  the most common root causes of megaproject failure.

Blinded by enthusiasm for the project, individuals and organizations involved with mega-projects often miscalculate the complexity of the project. When a mega-project is pitched, its common for costs and timelines to be underestimated while the benefits of the project are overestimated. According Danish economist Bent Flyvbjerg, its not unusual for project managers who are competing for funding to massage the data until it is deemed affordable. After all, revealing the real costs up front would make a project unappealing, he said. As a result, these projects are destined  for failure.

For example, building new railways spanning multiple countries could prove to be disastrous if plans are overly complex and over-optimized. Such a large-scale project involves national and local governments, various environmental and health standards, a wide range of skills and wages, private contractors, suppliers and consumers; therefore, one issue could put an end to the project. Such was the case when two countries spent nearly a decade working out diplomatic considerations while building a hydroelectric dam.

Complications and complexities of mega-projects must be considered thoroughly before launch. One way to review the ins and outs of a project is through reference-class forecasting. This process forces decision makers to look at past cases that might reflect similar outcomes to their proposed mega-project.

Poor execution is also a cause for failure in mega-projects. Due to the overoptimism and overcomplexity of a project, it’s easy for project managers and decision makers to cut corners trying to maintain cost assumptions and protect profit margins. Project execution is then overwhelmed by problems such as incomplete design, unclear scope, and mathematical errors in risk assessment and scheduling.

Researchers at McKinsey studied 48 struggling mega-projects and found that in 73 percent of the cases, poor execution was responsible for cost and time overruns. The other 27 percent ran into issues with politics such as new governments and laws.

Low productivity is another aspect of poor execution. Even though trends show that manufacturing has nearly doubled its productivity in the last 20 years, construction productivity remains flat and in some instances has even declined. However, wages continue to increase with inflation, leading to higher costs for the same results.

According to McKinsey studies, efficiency in delivering infrastructure can reduce total costs by 15 percent. Efficiency gains in areas like approval, engineering, procurement and construction can lead to as much as 25 percent of savings on new projects without compromising quality outcomes. This proves that planning before execution is worth its weight in gold.

We Tend to Exaggerate the Importance of Contracting Approach to Project Success or Failure

Finally, weaknesses in organizational design and capabilities results in failed megaprojects. For example, organizational setups can have multiple layers and in some cases the project director falls four or five levels below the top leadership. This can lead to problems as the top tier of the organizational chain (for example, subcontractors, contractors and construction managers) tend to focus on more work and more money while the lower levels of the chain (for example, owner’s representative and project sponsors) are focused on delivery schedules and budgets.

Likewise, a lack of capabilities proves to be an issue. Because of the large-scaled, complex nature of mega-projects, there is a steep learning curve involved and the skills needed are scarce. All the problems of megaprojects are compounded by the speed at which projects are started. When starting from scratch, mega-projects may create organizations of thousands of people within 12 months. This scale of work is comparable to the significant operational and managerial challenge a new start-up might face.

In the end, it seems that if organizations take the time to thoroughly prepare and plan for their mega-projects, problems like overcomplexity and overoptimism, poor execution, and weaknesses in organizational design and capabilities could be avoided. After all, mega=projects are too large and too expensive to rush into.

 

‘Creation From Catastrophe’ a New exhibition looks at how architects are doing more to prepare us for disaster – but is it enough?

Out of the ashes rises great opportunity. That is the theme of the new exhibit “Creation from Catastrophe — How Architecture Rebuilds Communities” at the Royal Institute of British Architects. Featuring a number of impressive projects dedicated to rebuilding communities after a disaster, the exhibit explores the evolving relationship between man, architecture, and nature.

In an interview with Dezeen magazine, curator Jes Fernie said the exhibit reveals an “expanded idea of what architecture is and what architects can do.”

From Floating Schools to Unseen Plans for an Alternative London, a New Exhibition Showcases the Good, the Bad and the Ugly Architectural Responses to Urban Disasters

The exhibit, which opened on Jan 27  and runs through April 24, spans nearly four centuries riddled with successful disaster relief projects. It features designs for rebuilding after London’s Great Fire in 1666 as well as plans for water communities in Nigeria, which could be affected by unpredictable coastal water levels in Africa’s near future.

Here are five other unique projects you can follow up on when visiting the Catastrophe exhibit this spring:

The Reliance Building
The Reliance Building

1. The Reliance Building, Atwood, Burnham and Co., North State Street, Chicago, 1890-1895
While devastating, Chicago’s Great Fire of 1871 paved a new way for architectural design. Considered by many to have birthed the Chicago School architectural style, the disaster also led to a new type of architectural design: the skyscraper.

In an effort to create fire-retardant buildings, designers utilized tools such as steel frames and sheet glass coverings. The Reliance Building, constructed by Atwood, Burnham, and Co, is one of the first post-fire buildings that fathered a design very similar to the modern day skyscrapers we know.

Nepal Project by Shigeru Ban Dezeen
Nepal Project by Shigeru Ban Dezeen
The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal
The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal

2. Housing for Nepal earthquake victims, Shigeru Ban, 2015
Simple, traditional homes in Nepal were the ones that withstood the catastrophic earthquake in 2015. As a result, Pritzker Prize-winning, disaster-relief architect Shigeru Ban designed housing structures for the victims.

Ban’s modular housing concept is modelled on the traditional homes that survived the earthquake. His design uses wood frames for the structure, cardboard tubes for the truss system of the roof, and debris from the disaster as infill for the wall. Thatch and plastic sheeting provided an extra layer of protection on the rooftop.

Women’s Centre in Darya Khan
Women’s Centre in Darya Khan

3. Women’s Centre in Darya Khan, Pakistan, Yasmeen Lari, 2011
Pakistani architect Yasmeen Lari (the first woman architect in Pakistan) showcases architecture’s role and influence in society. Throughout her career, the 75-year-old designer has built over 36,000 homes for earthquake and flood victims throughout Pakistan. She is also the founder of Heritage Foundation of Pakistan, which allows architecture students to train local residents to rebuild their homes and communities after a disaster using natural resources like bamboo and mud.

One of her well-known projects includes the Women’s Centre in Darya Khan, Pakistan. Lari holds a deep affection for Pakistani women, who are typically displaced and struggling with the care of their children following a natural disaster. The layout allows women to unite and socialize and keep their children safe. And in the event of a flood striking, the first floor is high enough so that waters cannot reach it.

Sustainable post-tsunami reconstruction master plan for Constitución
Sustainable post-tsunami reconstruction master plan for Constitución

4. Post-tsunami sustainability plan for Constitución, Chile, Elemental, 2014
After 2010’s deadly earthquake shook the coastal cities of Chile, plans for rebuilding and protecting cities like Constitución became a priority. In an effort to work with nature and the community, Pritzker Prize-winning architect Alejandro Aravena’s firm Elemental, proposed the intriguing method to plant more trees along the coast to absorb waters and prevent flooding.

The idea is that there is an opportunity to do something that would have long-term positive impacts, rather than a temporary fix that might be ruined by another major earthquake or tsunami in the area. The project will hopefully address short-term needs as well as potential long-term problems.

Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.
Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy
Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

5. Rebuilding of Hoboken, New Jersey after Hurricane Sandy, OMA, 2012
Following the disastrous Hurricane Sandy that struck the Northeastern United States in 2012, about 80 percent of Hoboken, New Jersey homes were flooded, leaving the community wondering how to rebuild itself with an emphasis on flood defense.

That’s when Dutch architect Rem Koolhaas’ firm OMA offered a solution that would combine hard infrastructure and soft landscaping, integrating coastal defense and natural drainage to protect against future flooding. The ideas between OMA’s and Elemental’s projects are very similar in that they look to work with nature rather than avoiding it.

Fernie told Dezeen that OMA offers a multi-pronged approach: resist, delay, restore and discharge. It acknowledges the complex water system and works with it, he said.

How To Deliver On The Promise of MegaProjects

Due to the large scale and outlook attached to them, mega-projects have a large opportunity for failure. Typically, the failure begins at the outset of the project, whether that be due to poor justification for the project, misalignment among stakeholders, insufficient planning, or inability to find and use appropriate capabilities.

Underestimated costs and overestimated benefits often offset the baseline for assessing overall project performance. This is why it is important for organizations to first establish social and economic priorities before even considering what projects will answer their needs. Once social and economic priorities are established, only then can a project be considered. Selecting projects must be fact-based and transparent in order to ensure accountability with stakeholders and the public.

Successful Megaprojects Must Have Robust Risk-analysis or Risk-management Protocols

It’s also important to maintain adequate controls. Successful megaprojects must have robust risk-analysis or risk-management protocols and provide timely reports on progress relative to budgets and deadlines. Typically, progress is measured on the basis of cash flow, which is less than ideal as data could be out of date and payments to contractors do not correlate construction progress. Instead, project managers should deliver real-time data to measure activity in the field. For example, cubic meters of concrete poured relative to work plans and budgets.

construction-646914_1920

Overall, improving project performance requires better planning and preparation in three areas: doing engineering and risk analysis before construction, streamlining permitting and land acquisition, and building a project team with the appropriate mix of abilities.

Project developers and sponsors should put more focus into pre-planning such as engineering and risk analysis before the construction phase. Unfortunately, most organizations and sponsors are reluctant to spend a significant amount of money on early-stage planning because they often lack the necessary funds, they are eager to break ground and they worry the design will be modified after construction is underway, making up-front designs pointless.

However, it’s proven that if developers spend three to five percent of capital cost on early-stage engineering and design, results are far better in terms of delivering the project on-time and on-budget. This is because through the design process, challenges will be addressed and resolved before they occur during the construction phase, saving both time and money.

It’s not unusual for permits and approvals to take longer than the building of a megaproject. However, if developers look to streamline permitting and land acquisition, that would significantly improve project performance. Best practices in issuing permits involve prioritizing projects, defining clear roles and responsibilities and establishing deadlines.

smoke-258786_1920

In England and Wales, developers applied these approaches to cut the time needed to approve power-industry infrastructure from 12 months to only nine months. On average, timelines for approval spanned four years throughout the rest of Europe. Likewise, the state of Virginia’s plan to widen Interstate 495 in 2012 was able to cut costs and save hundreds of homes thanks to land acquisition planning by a private design company.

Investors and Owners Must Take an Active Role in Creating the Project Team

When it’s all said and done, projects cannot deliver the best possible return on investment without a well-resourced and qualified network of project managers, advisers and controllers. Investors and owners must take an active role in creating the project team.

It’s not enough to have a vague overview of what the project might look like in the end. Instead, it’s necessary to review risks and costs and draft a detailed, practical approach to tackle various issues. An experienced project manager cannot do it all alone. The project team must include individuals with the appropriate skills, such as legal and technical expertise, contract management, project reporting, stakeholder management, and government and community relations among others.

Failure to Properly Plan for These Projects Could Have a Negative Impact on Society

While mega-projects are important in filling economic and social needs, failure to properly plan for these projects could have a negative impact on society.  Take  Centro Financiero Confinanzas (Venezuela), the eighth tallest building in Latin America at 45 stories, located in the financial district of Venezuela’s capital, Caracas for example.

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To those unaware of its history, the Centro Financiero Confinanzas is actually home to over 700 families, a “vertical slum” that is a truly fascinating example of reappropriation of space in an urban environment. An ironic symbol of financial failure that was intended to represent the unstoppable march of Venezuela’s booming economy.

It’s much more than an unbuilt building, bridge or tunnel, failed mega-projects are a blow to the economic growth and social improvements of communities around the world.

Why Should I Hire a Project Manager for My Church Project?

Is it worth hiring a project manager when any seemingly knowledgeable pastor or church member might do?

The truth is, project managers can be a valuable asset to any organization. Whereas the average church member who is only familiar with certain tasks might be overwhelmed by the complexity of major organizational assignments, project managers are trained to handle programs with elaborate factors such as high budgets, increased manpower and layers of duties.

An Astounding 97% of Organizations Believe Project Management Is Critical to Business Performance and Organizational Success. (Source: PricewaterhouseCoopers)

On the flip side, some professional bodies disagree, arguing that professionals like pastors, marketers, and accountants are able to manage projects just as well as any project manager with some effort.

Barely over Half (56%) of Project Managers Are Certified  (Source: Wrike)

“It’s a raging debate,” said Tony Marks, author of the 20:20 Project Management guide.

“Some industries, such as oil and gas, are hesitant to hire outside project management specialists because they may lack industry knowledge. Instead, these industries prefer to employ technical experts and put them through project management training.”

“The danger is that these  people  are more likely to get  sucked into their comfort zone dealing with the nitty-gritty and technical detail they understand and are fascinated by when they should be managing the project,” said Tony Marks.

In addition to being trained to juggle tasks efficiently, project managers spend an enormous amount of time honing their skills. Much more goes into the craft than obtaining Prince2 or APM certifications.

According to Mike Savage of Thales Training and Consultancy, the International Project Management Association requires its professionals to have at least 15 years of experience and training. The association has four grades from D to A. At the A level, project managers must have a minimum of five years project management experience, five years of program management and five years of portfolio management.

“So to Say That Anyone Can Be a Project Manager Is like Saying Anyone Can Be a Brain Surgeon, Said Savage.”

But just because there are individuals specializing in project management doesn’t mean non-specialists can’t learn the techniques as well. Ian Clarkson of training course provider QA encourages everyone to learn project management practices.

“The skills, leadership, planning and stakeholder engagement techniques are vital to all disciplines,” he said.

“Projects which are run by engineers with project management training are less likely to be successful than the reverse,” said Lloyd’s Register energy program director Roger Clutton. “If there is a lack of technical expertise that will show up in the risk assessment. But a lack of project management skills is much less likely to be detected.”

With that, it seems that the argument on whether or not hiring an outside project management is necessary will continue. But the debate only seems relevant to rival professions as there is projected to be 15 million new project management jobs within the decade. (Source: Project Management Institute).

No matter how you look at it, though, it seems that trained and experienced project managers  must be  worth their weight in gold.

 

The Good, the Bad and the Ugly of Project Management for Christian Leaders

It’s Monday afternoon at the office. The week has only begun, but you’re already swimming in a sea of memos, spreadsheets, and schedules. Just as you’re daydreaming about what leftovers you might reheat for a late dinner, your boss pokes his head into your office. He or she mutters something about quotas and deadlines before he or she drops the bomb about a “little project” he or she needs you to complete by the end of the week. And just like that, you know you’ve been handed a nightmare but for whatever reason accept the challenge.

“According to the Cranfield School of Management in the Uk, 68% of Projects Are Destined for Failure Before They Even Start.”

The lack of project management training or experience of many Christian leaders can be an enormous stress factor for them. Whilst natural organizational ability is enormously helpful, in itself it is no guarantee of any project being both successful and low stress.

What is a  nightmare project? It’s something we’re all familiar with. The boss assigns us some vague task and a deadline but leaves the means to a solution up to our creative intellect.

So how do you solve  the problem of this dreaded “project”?

1.             Understand the scope of the project  

First things first, create a list to layout your ideas on how to go about the job at hand. Write out questions you might have that need to be answered, people you might need to work with or talk to in order to understand what work must be done.

Without fully understanding what work must be done, it is impossible to accurately estimate a project’s schedule or budget.

After creating a list, share your ideas with colleagues. Work with peers who have the same goal and share the same work ethics as you. Too often, when faced with an unrealistic project, we tend to work with just about anybody who wearily agrees to have their name on board. The enthusiasm of a new project quickly fades when actual work is needed. Instead of “How can I help?” were met with “I’m busy right now” and “Can it wait until next week?”  The sponsor, project manager, and project team must share a common understanding of the scope of the project.

2.             Get estimates from the people who will be doing the work

To avoid the stress of friendly fatigue, create a solid plan of action with your co-workers. Assign duties and responsibilities and set a deadline for each task.

4.             Re-estimate as soon as you realize an estimating assumption was wrong

Don’t get discouraged if people and other things fall through. Even though it’s frustrating with the broken promises, missed deadlines, mistakes, and poor quality outputs. As soon as you realize a mistake was made, assess the impact and re-estimate the project.

“Unfortunately When Project Managers Spend the Majority of Their Time Trying to Achieve the Unachievable, the Result Is Frustration and Potential Burnout.”

But say you’ve followed those steps and were able to remain positive throughout this grueling week. You completed the assignment, whether enthusiastically or completely drained of all energy, only to be told the higher-ups decided to go a different route and don’t need the results of your project after all. “Good effort, though,” your boss tells you as he or she hands back your laminated report.

If you find yourself in this situation, just remember to never say “yes” to a “little project without first taking a look at what you’ve been handed.

Small Projects Often Mean Greater Innovation

Small projects often embody more innovation than larger more costly or high profile ones.

Innovation is a wide concept that includes improvements in processes, products and services. It involves incorporating new ideas which generate changes that help solve the needs of a company and so increase its competitiveness. That’s hardly big news. But what may be surprising to some is that innovation has itself, well, innovated and it isn’t what it used to be.

New materials and energy, design approaches, as well as advances in digital technology and big data, are creating a wave of innovation within the construction industry. These new ideas are increasingly often tested and proven on smaller and agiler projects. Investing time and money is well spent on  these  ideas and technical improvements can then be used on large-scale developments.

Here are  three exciting small projects:

Vanke Pavilion - Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion – Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion - Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion – Milan Expo 2015 / Daniel Libeskind
VANKE PAVILION Milan, Italy
VANKE PAVILION
Milan, Italy

1. Vanke Pavilion – Milan Expo 2015

The  corporate pavilion for Vanke China explores key issues related to the theme of the Expo Milano 2015, “Feeding the Planet, Energy for Life”.

Situated on the southeast edge of the Lake Arena, the 800-square meter pavilion appears to rise from the east, forming a dynamic, vertical landscape.

The original tiling pattern would have resulted in thousands of ceramic tiles of different sizes and shapes. The resulting complexity and lack of repetition could have led to high costs and a longer erection time.

Working with Architects Studio Libeskind, Format Engineers  (Engineering Designers with backgrounds in structural engineering, coding, mathematics, and architecture) changed the pattern from thousands of different tiles to less than a dozen and  simplified the  backing structure generating  huge cost savings. Format Engineers also proposed ‘slicing’ of the building and then fabrication of  the primary structure of steel ribs using  low tech flat steel plate elements.  These were then used in a series of long span portalised frames reminiscent of the ribs and spars in traditional boat building  resulting in a  column-free area for the display of Chinese Cultural Heritage.

The frame was built to a budget and without difficulty ahead of the neighboring Expo buildings.

Building Size
12 meters high
740 mq gross floor area (exhibition, service & VIP levels)
130 mq roof terrace

Architect:  Studio Libeskind

Engineer:  Format Engineers

Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion

2.  Oxford Brookes Rain Pavilion

The Rain Pavilion is an urban forest sculpture forming the front entrance to Oxford Brookes University’s Architecture Faculty.

“Rain Pavilion artwork is a sensory experience for the community.”

The complex form required extensive wind modeling and comprehensive structural analysis within a generative 3d model. This was allied with Format Engineers in-house code for the self-organization of voids and their subsequent redistribution.

.At each stage of the design process different modeling and analysis techniques were used to exploit the form and to optimise the structure. The considerable challenges posed by the slenderness of the structure and its dynamic behavior under wind were resolved by combining Computational Fluid Dynamics (CFD)  (a branch of  fluid mechanics  that uses numerical analysis and algorithms to solve and analyze problems that involve  fluid  flows) with a generative design environment. Conceptual design introduced the ideas of tubular stems and folded steel canopies, both of which were  perforated by circular holes arranged to allow the interplay of light and water through the structure. The voids were generated using a self-organizing process.

Grasshopper  (a graphical algorithm computer 3-D modeling tool)  was used  to produce a mesh that could include the voids in both the stems and the petals.

The Rain Pavilion is designed to celebrate the sound of rain, and the noise of water interacting with different sections of the installation is part of the experience of passing through it. The structure has a design life of five years and can  be transported to other locations.

Architect:  Oxford Brookes University, Oxford, UK

Engineer:  Format Engineers

KREOD Pavilion
KREOD Pavilion
KREOD Pavilion
KREOD Pavilion
KREOD Pavilion
KREOD Pavilion

3.  KREOD Pavilion

The KREOD pavilions were first erected on the London Greenwich Olympic site in 2012.  Easily rearranged, three pod-like pavilions were formed with a wooden structural framework comprised of an open hexagonal composition.

Standing three meters tall, each double-curved wooden shell enclosed a footprint of 20 square meters,  totaling 60 square meters. A  waterproof tensile membrane sealed the interior from the elements fully portable with demountable joints,  the individual components can be  stacked for efficient transportation.

Chun Qing Li the architect required a temporary exhibition or function space that could be erected and demounted mostly by hand and by untrained staff. The quality of finish needed to  echo that of handmade furniture and had to be low cost and quick to erect. The continuously changing double curved form of the enclosure meant that in theory, every nodal connection was  different. A conventional bolted solution would have cost hundreds of pounds per fixing. Format Engineers  suggestion of a ‘reciprocal’ jointed timber grid shell required standard  bolts which equated to a fraction of the normal cost. It also allowed the structure to be built from simple and light flat timber elements.

The structure used Kebony timber throughout, a sustainable alternative to tropical hardwood. As this material had not previously been used in a structural context Format Engineers undertook load testing of the material and the connections at the University of Cambridge. The timber was fabricated using CNC routing (a computer controlled cutting machine)  allowing a highly accurate fit between members and basic  erection on site.

Architect:  Chun Qing Li  

Engineer:  Format Engineers

 

Every Promise of Your Word: The Gospel According to Joshua

What if there was only one book from the Holy Bible, as our sole source of divine Scriptures? What would this one book teach us? What Gospel would we find there?

In this way, we not only find out that all the books in the Bible are useful for edifying and equipping, but we also see the consistent story that is found throughout all Scripture. We see that the Bible is a coherent story of God’s love for us, throughout the different eras, different authors, and different genres of writings.

When you pick up the Bible, as a whole, Joshua is the first book after the Books of Moses. Genesis, Exodus, Leviticus, Numbers, and Deuteronomy are all accredited to the man that led Israel out of Egypt, and now it is time for the book about the man who led Israel into the Promised Land.

But if this book was totally disconnected from the aforementioned five books, what would we learn? Not just about Israel’s history and their settling into the land of Canaan, but what would we learn about the God that talks to Joshua? What ideas and doctrines might we make based on what we find in these pages of war and conquest?

While there may be plenty to glean from a gospel according to Joshua, here are three things that we can all agree on.

1. A Life Serving God Isn’t Going To Be Easy

If we pretend that Joshua was a book all by itself, what information we gather is still quite extensive. We learn that Joshua is replacing a beloved leader named Moses. We learn that before him, Joshua has a monstrous task. We learn that Joshua is without his mentor, and without a point of reference for what he is about to do.

This is the place many people find themselves in. Life is happening and it is a wild ride. Loved ones pass away. Bills fill the mailbox

. People call and text, demanding your time and energy. There is no pause button, no mute, no way to make it all slow down or stop.

Life keeps happening, whether you like it or not.

This is still true for those who serve the LORD God. For Joshua, he has all the new responsibilities. He alone is supposed to lead an entire nation,  potentially

millions of people into enemy territory, and take the land as their new home. He has no one to ask for pointers, no reference books on war. He is the leader of a weak, small nation, barging into the enemies’ camp.

There was no stopping it. It was happening, whether Joshua liked it or not.

Life serving God, obeying his command to lead Israel, was not easy for Joshua. Nor is it easy for anyone. But that is what makes God’s reminder to Joshua so potent and powerful today.

“Be strong and courageous, because you will lead these people to inherit the land I swore to their ancestors to give them.” – Joshua 1:6

Life serving God isn’t easy, but that doesn’t mean that we are alone. Nor does it mean that we can’t do it.

God reminds Joshua over and over again to gather his strength, to stock the fire of his courage (Joshua 1:7,9,18; 23:6). He had a job to do, and with God’s help, Joshua could do it.

We may not be asked to march a nation into the enemies’ camp, but whatever life does through at us, we are able to conquer with the LORD by our side.

2. Sin Has Dire, If Not Immediate, Consequences

What if the nation of Israel didn’t do what God said? What would happen? I mean, how powerful can a God be that no one can see, taste, or feel? What can He do if you or I, or the nation of Israel completely ignored what He said? A lot. God can do a lot to those that are deliberately disobedient. The defiant end up being the dead.

In Joshua, there is a story of a man named Achan who stole from a plundered city, after God specifically said to destroy everything. Achan took some plunder and hid it under his tent. While no one else knew, God knew what Achan had done.

And Achan was punished for it. His nation’s army suffered a crushing defeat. They were humiliated. Families lost loved ones. And then God brought judgment. Achan’s sin was found out. He suffered for it, as did his family. They were stoned to death.

(You can read the whole story in Joshua 7.)

The cost of rejecting God’s word was tremendous. What Achan thought he was doing was akin to a little white lie. Surely it wasn’t going to hurt anyone, expect it devastated a nation.

Sin has a devastating effect on people, the individual, and the group. To disobey and disregard what God has said would be a grave (pun intended) error.

3. A Decision Needs To Be Made, And Made With Conviction

God repeats himself sometimes. Not because he is forgetful and wants to keep what he said fresh in his mind; God repeats himself for us. So that we remember so that we keep what he said fresh in our minds and hearts. So that we recognize the seriousness of what he is saying.

Numerous times, God tells the Israels to refrain from relationships with the Canaanites, the native population of the Promise Land. God warned them over and over that the idols and false gods that the Canaanites worshipped would distract and be destruction to the people of Israel.

It was a warning for their own good. No relationships with Canaanites, no destruction. But God had to keep reminding Israel because they continually are tempted to chase after these other gods. They keep flirting with disaster, and God makes it clear that flirting with disaster will bring disaster.

Not once, not twice, but all through the book of Joshua.

Joshua himself says the same thing in his final address to Israel,

“Now fear the Lord and serve him with all faithfulness. Throw away the gods your ancestors worshiped beyond the Euphrates River and in Egypt, and serve the Lord. But if serving the Lord seems undesirable to you, then choose for yourselves this day whom you will serve, whether the gods your ancestors served beyond the Euphrates or the gods of the Amorites, in whose land you are living. But as for me and my household, we will serve the Lord.” – Joshua 24:14-15

There is a clear choice to be made: God or other gods. The God that had saved, redeemed, provided for the nation of Israel for years, or the gods that Israel did not know.

While Joshua’s call that day was clearly for the present company, it is a decision that we must wrestle with now. We have a choice between the God that Joshua served or the other gods that brought destruction upon the nation of Israel.

Let us hold fast to the gospel by intentionally recalling all God has done for us to redeem us for himself.   Let us soak in God’s long list of “I did ”¦. for you” and respond to him with trust, fear, love, and obedience.

You Should Adopt an Attitude of Gratitude

Thinking about all you have to appreciate can boost your happiness and your overall sense of well-being, according to psychologists.

Another month of memories is almost in the treasure chest. Some of those memories were regular stones – precious because of their shape or texture or beauty. So regular that I sometimes tripped over them. Others were gems – ranked precious because of the clarity of their composition, the hues of wisdom they radiate, and their rareness on my path. Obviously, I don’t trip over these instead, I usually have to mine them very carefully.

The blessed healing of a sick furbaby.

The joy of writing my Gratitude – day after day throughout the month.

A Daughter-in-law and son living in a wintry state (you know – that state up North that must go un-named to anyone from OH) who remember to send us a picture of our Grands who are growing up so far away from us.

Laughter and singing with the Grandson our trips home from school. Serious conversations, too, that sparkle with their hints of what blessings they will bring to the world.

Another son who sends me a song he is listening to because he knows I will love it. Then I cry a little bit as I listen, missing him even more than usual since he too is far away.

Laughing days and activities spent with the daughter and her family. Sitting on patios, watching a fire or an OSU/MI game, sharing a meal, plotting the next adventure together.

Long conversations with the other daughter who is following her dream and who, so much like her mama and yet so different, likes living in such a big city like NYC.

Moments spent in the war room. Looking at answers to prayer, praying for those in need, absorbing the quiet that comes deep in my heart and reading over and over the verses given to me for this month – finding something new each time.

Gratitude is a garden. Growing exponentially as manna and living water are applied. Blossoming, bearing fruit, and adding, even more, shine to the memories circling in my treasure chest.

So as we enter the last month of the year, I will carry my Gratitude Attitude forward with me. I may not write about it every day, but it will be there. Shining in my eyes, sparkling in my words, hitting the high notes of my song. That is the real Gratitude Attitude – one that travels with me every day of my life.

“”¦be filled with the Spirit; speaking one to another in psalms and hymns and spiritual songs, singing and making melody with your heart to the Lord; giving thanks always for all things in the name of our Lord Jesus Christ to God, even the Father”¦” ~ Ep 5:18-20  

20 Inspiring Leadership Quotes

The right words can engage the brain and bring an idea to life.  History’s best leaders understood the importance of providing motivation and direction to achieve larger goals. The character, actions and thoughts of a leader, good or bad, permeate an organisation or country. Your goal should be to demonstrate the best qualities of a leader.  These 20  quotes about leadership will help you think about and guide your actions.

  1. It is impossible to imagine anything which better becomes a ruler than mercy –  Seneca
  2. Do nothing from selfishness or empty conceit, but with humility of mind regard one another as more important than yourselves  –  Philippians 2:3
  3. Failure is simply the opportunity to begin again more intelligently  –  Henry Ford
  4. Kind words can be short and easy to speak, but their echoes are truly endless  –    Mother Teresa
  5. Treat others the same way you want them to treat you  –  Luke 6:31
  6. Give me 6 hours to chop down a tree and I’ll spend the first 4 sharpening the axe – Abraham Lincoln
  7. While a good leader sustains momentum, a great leader increases it –  John C. Maxwell
  8. The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires  –  William Arthur Ward
  9. The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things  –  President Ronald Reagan
  10. Always do what’s right. It will gratify some people and astonish the rest  –  Mark Twain
  11. A good leader takes a little more than his share of the blame, a little less than his share of the credit  –  Arnold Glasow
  12. Be willing to make decisions. That’s the most important quality in a good leader –  George S. Patton
  13. Earn your leadership every day  –  Michael Jordan
  14. Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity  – George S. Patton
  15. Innovation distinguishes between a leader and a follower  –  Steve Job
  16. Where there is no vision, the people perish –  Proverbs 29:18
  17. Nearly all men can stand adversity, but if you want to test a man’s character, give him power  –  President Abraham Lincoln
  18. A leader is one who knows the way, goes the way, and shows the way  – John C. Maxwell
  19. Don’t just delegate tasks to the next generation. If you delegate tasks, you create followers. Instead, delegate authority to create leaders – Craig Groeschel
  20. You don’t have to hold a position in order to be a leader  – Henry Ford

 

Top 6 Most Impressive Megaprojects of 2015

Megaprojects  are crucial to the future of most cities, states, and individual livelihoods,  however, they also  attract a lot of public attention because of the substantial impacts they have on  communities,  environments, and government budgets.  The objective of these projects is to unlock higher growth paths for the economy, as such, they require care in the project development process to reduce any possible  optimism bias  and  strategic misrepresentation.

The problem is that these projects often go off the rails, either with regard to budget, time or both.

The risks associated with MegaProjects,  those costing 1 billion or more,  are well documented. In one influential study, Bent Flyvbjerg, an expert in project management at Oxford’s business school, estimated that nine out of ten go over budget.

The first factor is that the size of a MegaProject  can be so large and unique that it is difficult to model the costs and logistics. Another factor is that MegaProjects  are backed by governments which are not typically known for their success in budgeting or efficiency.

 

In today’s post, we’ve identified  the Top 6  most impressive MegaProjects of 2015. These MegaProjects  will transcend time and continue to bestow wonder upon new generations.

1. Mall of the World, Dubai

Mall of the World in Dubai was announced in July 2014, location in Al Sufouh district, along Sheikh Zayed Road, different from Mohammed bin Rashid City.
Mall of the World in Dubai was announced in July 2014, location in Al Sufouh district, along Sheikh Zayed Road, different from Mohammed bin Rashid City.

Dubai  has a very ambitious project on its hands.  Dubai’s Mall of the World will have its very own Oxford Street and Broadway. It will also have galleons and waterfalls.  However, the most challenging part of this project is that the area will be covered by a giant retractable roof during the summer months and be climate-controlled creating the world’s first temperature controlled city.

Dubai Mall of the World Set to Put Uae Retail ’20 Years Ahead’ of Gulf Region

Launched with a fanfare by the emirate’s ruler, Sheikh Mohammed bin Rashid al Maktoum, it is the first state-sponsored mega-project to emerge from Dubai since the pre-crash bubble. After years of stalled projects  the big plans are back and they are more ambitious than ever before.

It is thought the huge construction will attract 180 million visitors a year and developers hope it will secure Dubai’s futures as a tourism hub.

2.  Mall of America, Minnesota
Mall of America, Minnesota
Mall of America, Minnesota
 

Mall of America, Minnesota
Mall of America, Minnesota

The  Mall of America  (MoA) is a gigantic  shopping mall  owned by the  Triple Five Group  and is by far the largest mall in the United States. However, the $325 million expansion of the nation’s largest shopping center is now underway. The project consists of a luxury 342-room hotel, an office tower and more than 50 shops and restaurants. Some 1,000 jobs are expected to be created during the construction phase of the project, and 2,500 permanent jobs from retail, hotel and office operations.

The  Triple Five Group, owned by Canada’s  Ghermezian family, owns and manages the Mall of America, as well as the  West Edmonton Mall. MoA  is located in  Bloomington,  Minnesota  (a suburb of the  Twin Cities).

3. Zurich North America, Chicago, IL

Rendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago
Rendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago
Rendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago
Rendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago

The $333 million site is currently  under construction and will be the largest build-to-suit office project in Chicago. Zurich a north america insurance company headquarters includes a 735,000 square foot building rising to 11 stories at its tallest, shaped something like the letter A resting on its side.

Zurich looked at a multitude of factors and in the end made the decision that investing in a new state of the art regional headquarters would be the right choice. The project  is due to be completed  late summer of 2016.

4. Dubai World Central Airport

Al Maktoum International Airport
Al Maktoum International Airport
Al Maktoum International Airport
Al Maktoum International Airport

This massive  $32 billion structure sent its first commercial jet into the air in late October  2013.  The project isn’t scheduled for full completion until 2027  and is  expected to become the world’s busiest airport,  however,  with plenty of other contenders quickly taking shape in Asia and the Middle East, it’s has  stiff competition.

Dubai World Central Airport is  expected  to shuttle 160 million passengers through Dubai every year  making it the busiest airport on earth.

5. Bao’an International Terminal 3

Bao’an International Terminal 3
Bao’an International Terminal 3
Bao’an International Terminal 3
Bao’an International Terminal 3

Bao’an plays a pivotal role in the Pearl River Delta: It serves both Shenzhen and Hong Kong, via a connecting ferry. Terminal 3 is an expansion project designed by the Italian architect Massimiliano Fuksas. The centrepiece of the expansion is a new runway, which is built on a 108,000-foot piece of land reclaimed from the River Delta.

6. Crossrail  

CROSSRAIL
Crossrail, London England

Crossrail tunnelling began in 2012 and ended at Farringdon, London in May with the break through of tunnelling machine Victoria. Eight 1,000 tonne tunnelling machines bored 26 miles or 42 km of new 6.2m diameter rail tunnels under London.

London is the fastest growing capital city in Europe and today it is home to 8.6 million people with the population expected to reach 10 million by 2030. TfL’s work is critical to supporting the continued growth and regeneration of London.

As we reflect upon these impressive feats by mankind, we can only imagine  what the next big wonder will  be. Is it the secretive Nicaragua canal? Could it be Elon Musk’s proposed  Hyperloop  concept? Or perhaps it will be a  new state of the art high speed train developed by China, USA or the UK?

Did we miss one?  Please let us know by  commenting below.

 

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