Taking the Right Path to Good Agile Implementations

1) A Wise Man Said Only Fools Rush In

Companies that goes nuts for agile because they know they have to deliver faster and for less cost to keep up with competitors may be making a big mistake and face a collapse of their efforts.

If they focused first on a deep understanding of their business’ needs, they could more accurately decide if agile is a good fit. A better approach for you to take is analyse your current processes  to determine if agile methodologies actually support your goals and needs.

2) Educated Stakeholders Make Excellent Allies

Agile works from a focal point of improving quality delivery and frequency. It does not start with reducing time to market or cutting costs. Those benefits are a result of implementing agile methods over time, after the requisite investment of time and resources has been made.

3) Don’t Do the Project Without at Least One Committed Product “Owner”

A “product owner” is a the committed business leader who will make or break the project. This person will be expected to put at least half of their time into the project. They’ll also be responsible for getting all the decisions made through the right channels in a reasonable period of time. You must have a leader like this to succeed.

4) Gain Consensus on the Definition Of “Finished”

Everybody on-board needs to agree on what constitutes being finished with any stage of implementation. For some, it will mean that by the end of each and every iteration, the production-ready software will be available. This is not always possible, so get out ahead of a potential problem and gain consensus.

5) Build an Exceptional Cross-Functional Team

Cross-functionality is what separates the ineffective agile teams from the high-performance ones. Team members have to be proficient in performing any and all necessary tasks so that they’ll be able to always deliver what the customers need.

Team building requires that you identify the right parties and that you shape them into a functional team by making sure that they share your own true goal of always delivering massive value to product owners.

6) Make the Proper Investment in the Tools That Support Agile

The beginning stages of any agile project will involve you investing in the  of the robust frameworks, infrastructure, and process automation tools that fully support agility. This includes a wide range of solutions like continuous build servers, automation testing, video conferencing, interactive chat, and software frameworks. Don’t scrimp on other important details like the solution architecture, either.

7) Retrospectives Need to Be a Main Priority

Inspection and adapting are the keys to agile. Organisations using this methodology use a vehicle called “retrospectives” to ensure these tasks are being performed correctly. A proper retrospective should embrace the qualities of self-improvement and transparency. Any actions that are a result of the retrospective must be given the highest priority. This is especially true of estimations, which are crucial to achieving the kind of team velocity that keeps projects on track.

8) Start the Project with a Solution Architecture

Even though documentation is not always the most glamorous part of any project, you’ll be well served to make sure you understand that documentation is still important to a successful project. Using a solution architecture pays off because it serves a blueprint for the final project that will be delivered by the team. Team members need this document so they understand what will happen if they make changes. Members who are added to the project at later days will use the documentation as a reference point so they can be brought up to speed.

9) Embrace the Fact That Change Is Coming and Plan for It

You can’t make a change without a cost in agile. Change is something you always have to embrace philosophically, but be aware of the costs and the impacts to the project. When you are doing the estimation process, factor in potential changes when applicable.

10) You and Your External Partners Should Have an Agile Relationship

Agile is not always the best fit for traditional vendors. They prefer contracts that use fixed prices and fixed outcomes. When you switch to agile you’ll need to make a point out of understanding the ramifications the changes will have with your vendors. You and they may have to make some changes to keep the relationship running smooth.

Try to build a transparent relationship with all of your external vendors. Risk Reward contracts that employ clearly defined KPIs work amazingly well for agile organisations.

35 Best Conflict Resolution Quotes

35 Best Conflict Resolution Quotes

Conflict happens. However, avoidance of conflict, with no effort to resolve it, postpones a proper response and exacerbates the problem because conflicts that are allowed to fester unaddressed will always increase and have negative effects on relationships within the body.

These quotes seem to suggest that it is how you handle the situation, your attitude going into the conflict, and the conflict  resolution that matters.

  1. “If you understood everything I said, you’d be me.” — Miles Davis
  2. “Don’t look where you fall, but where you slipped.” — African proverb
  3. “Forgiveness does not change the past, but it does enlarge the future.” — Paul Boese
  4. “If war is the violent resolution of conflict, then peace is not the absence of conflict, but rather, the ability to resolve conflict without violence.” — C.T. Lawrence Butler
  5. “One of the most basic principles for making and keeping peace within and between nations is that in political, military, moral, and spiritual confrontations, there should be an honest attempt at the reconciliation of differences before resorting to combat.” — Jimmy Carter
  6. “Don’t let yesterday use up too much of today.” — Cherokee proverb
  7. “Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen.” — Winston Churchill
  8. “A pessimist sees difficulty in every opportunity; an optimist sees opportunity in every difficulty.” — Winston Churchill
  9. “Every conflict we face in life is rich with positive and negative potential. It can be a source of inspiration, enlightenment, learning, transformation, and growth–or rage, fear, shame, entrapment, and resistance. The choice is not up to our opponents, but to us, and our willingness to face and work through them.” — Kenneth Cloke and Joan Goldsmith
  10. “The quality of our lives depends not on whether or not we have conflicts, but on how we respond to them.” — Tom Crum
  11. “I believe that the basic nature of human beings is gentle and compassionate. It is therefore in our own interest to encourage that nature, to make it live within us, to leave room for it to develop. If on the contrary, we use violence, it is as if we voluntarily obstruct the positive side of human nature and prevent its evolution.” — His Holiness the Dalai Lama
  12. “The quieter you become, the more you can hear.” – Ram Dass
  13. “The more incompetent one feels, the more eager he is to fight.” — Fyodor Dostoyevsky
  14. “Every person in this life has something to teach me—and as soon as I accept that, I open myself to truly listening.” — Catherine Doucette
  15. “The only difference between stumbling blocks and stepping stones is the way in which we use them.” — Adriana Doyle
  16. “When we change the way we look at things, the things we look at change.” — Wayne Dyer
  17. “Whenever two good people argue over principles, they are both right.” — Marie Ebner von Eschenbach
  18. “Today . . . spend more time with people who bring out the best in you, not the stress in you.”—- Unknown Author
  19. “Any fool can know. The point is to understand.” — Unknown
  20. “Love is our most unifying and empowering common spiritual denominator. The more we ignore its potential to bring greater balance and deeper meaning to human existence, the more likely we are to continue to define history as one long inglorious record of man’s inhumanity to man.”  — Unknown
  21. “You can never change things by fighting the existing reality. To change something, build a new model that makes the old model obsolete.” — Buckminister Fuller
  22. “Our greatest power as nations and individuals is not the ability to employ assault weapons, suicide bombers, and drones to destroy each other. The greater more creative powers with which we may arm ourselves are grace and compassion sufficient enough to love and save each other.” — Seth Godin
  23. “The problem with holding a grudge is that your hands are then too full to hold onto anything else.” — Seth Godin
  24. “To truly listen is to risk being changed forever.” — Sakej Henderson
  25. “The great thing in this world is not so much where we stand, as in what direction we are moving.” — Oliver Wendell Holmes
  26. “Whenever you’re in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.” — William James
  27. “Never look down on anybody unless you’re helping them up.” – Jesse Jackson
  28. “Always pass a plate of forgiveness before each verbal feast — Anabel Jensen
  29. “Never ruin an apology with an excuse.” — Kimberly Johnson
  30. “If you’re not listening, you’re not learning.” — L.B. Johnson
  31. “Conflict cannot survive without your participation.”— Wayne Dyer
  32. Everything that irritates us about others can lead us to an understanding of ourselves.” — Carl Jung
  33. “When you are grateful, fear disappears and abundance appears.”— Anthony Robbins
  34. “Happiness depends on what you can give, not on what you can get.”— Swami Chinmayananda Saraswati
  35. “Peace is not merely a distant goal that we seek, but a means by which we arrive at that goal.” — Martin Luther King

Jesus did not advocate non-violence merely as a technique for outwitting the enemy, but as a just means of opposing the enemy in such a way as to hold open the possibility of the enemy’s becoming just as well. Both sides must win. We are summoned to pray for our enemies’ transformation, and to respond to ill-treatment with a love that not only is godly but also, I am convinced, can only be found in God.

The Good, the Bad and the Ugly of Agile Methodologies

The Good, the Bad and the Ugly of Agile Methodologies

The “agile” buzzword has really taken hold among a myriad organisations worldwide. That result is not particularly surprising. Who wouldn’t love to employ light and fast tactics that allow them to respond to rapidly changing challenges? Despite all the optimism about agile methods, the bigger question is how well companies are actually doing when it comes to employing these methodologies in the real world. Without understanding what the core objectives of embracing agile methods are, it’s not going to be easy to gain results.

Agile methodology is employed in order to reduce the time, risk, and cost that is associated with a project. However, these massive benefits are not going to materialise out of thin air. They are the result of the dedicated work of a team who is well versed in implementing the methodology.

To become “agile” will require organisations to take a quantum leap in their culture. They will have to embrace the entire philosophy behind these methods or no real change will take place. Truly agile companies are the ones that have gone through a transformative process in order to implement brand new processes that say goodbye to the past. This takes a lot of work and effort and not all organisations are willing or able to do this.

Ugly Agile Implementations

Project teams that are solely focused on results and who don’t do their homework end up with very ugly agile implementations. These teams are so excited about agile as a concept that they convert everyone in their organisation into adopting the methods. The problem is, they do not spend the requisite time getting everyone on board with exactly what needs to be done.

Because of this oversight, the projects are plagued with poor communications and engagement. The project team and others in the organisation are each working on their own tasks with no thought to how the pieces fit together in the “big picture.” This is a major problem because agile methods really only shine when the whole organisation works as one well-oiled unit. In this scenario, major issues at the core of the project are neglected and the entire project goes off the rails. This leaves a bad taste in the mouths of managers, who are no longer excited about agile methods.

Really ugly agile implementations have the wrong focus. Because of this myopia, the true benefits of agile employment are never realised. Before long, things, unfortunately, go back to “normal.”

Bad Agile Implementations

Some businesses completely miss the boat when it comes to agile deployment. They’re interested in receiving the benefits of reduced costs, faster time to market, and cutting “red tape.” Despite this knowledge, they’re not truly committed to the all of the values that are espoused by the Agile Manifesto. Without this commitment, they cannot possibly hope to fully embrace a functional implementation.

Organisations like to invest in education and communications, but they ignore important concepts like utilising the tools that help them truly embrace agility. They even form teams that understand cross-functionality, but without empowerment they are unable to make vital decisions.

Lastly, organisations that do poor agile implementations perform project reviews regularly enough, but the input from the meetings is never acted on by anyone. The key issues that are preventing proper implementation are never properly addressed and the project fails on its promise. Organisation members swear off the agile methods forever at this point.

Good Agile Implementations

When business personnel and IT staff work together, good implementations of agile are the result. These units work together so that a project delivery methodology is presented to the organisation that meets its needs. They also spend the time to create the cultural changes needed to ensure the methods are successful.

In organisations like this, team members, business end users, along with senior management and key stakeholders received a continuous education that empowers them all. Cross-functional teams that excel are the results. These organisations also invest in the techniques and tools that fully support agile. That includes test driven development, continuous builds, new standards, and more. With these in place, a platform that ensures long-term success will be installed.

Particularly telling, these businesses conduct regular project reviews which they conceptualise as opportunities to improve instead of something that simply has to be done. When change is needed, they embrace it and plan for it. When it arrives, they are ready and the organisation continues to excel. A sign of a good agile implementation is when the organisation is  commits to making long-term changes that will benefit the methodology in the long run.

It doesn’t pay to underestimate just how difficult implementing good agile really is. Since major internal changes to how project delivery is done need to be embraced, the road ends up being a challenging one. Traditional managers will be challenged because empowered teams now have more input than ever before.

Once a good agile implementation is in place, the benefits are obvious and plentiful. An energised, cross-functional community of empowering people who are all focused on common goals get more done than ever before. Good implementation put platforms into use that improve project delivery because they allow for test-driven development, continuous integration, standards implementation, and best practice design applications.

6 Project Management Taboos Christian Project Leaders Should Break

6 Project Management Taboos You Should Break

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.

A taboo is an activity that is forbidden or sacred based on religious beliefs or morals. Breaking a taboo is extremely objectionable in society as a whole. We have  isolated six  project management taboos that are common in PM discussions.

The upside of understanding and acting on  these most common project management taboos  is tremendous. Not only will your project success rate increase, you’ll also improve satisfaction among internal customers.

1. ‘The customer is always right’ is wrong

The project  sponsor is a role in project management, usually the senior member of the project board and often the chair. The project sponsor will often be a senior executive in a corporation who is responsible to  the  business for the success of the project.

However, project  sponsors are people, and they can be wrong. This taboo prevents project managers  from openly examining the actions of senior individuals  in power. In its more stringent form, this taboo can even convert “lessons learned” activities into simple exercises in fawning praise for the vision of our leaders. When we cannot question the actions of the powerful, the organization  can have difficulty finding its way out of trouble. This problem is most severe when the actions (or failure to act) of an Executive sponsor  in power is the issue.

Ignoring a Problem Is, Enabling the Problem

2. ‘Ignore your problems and they will go away‘  

The perfect employee. The perfect manager. The perfect workplace. Wouldn’t it be nice if that existed?  When it comes to managing people, one of the best things we can do is to realize that nothing will ever be perfect. There will always be problems. It’s how we deal with them that matters the most,  so do not ignore them, because  they won’t miraculously go away. The problem only gets worse, frustration levels increase, productivity suffers  and  complacency will set in. They fester the longer you ignore them and ultimately compound the cost of the project.

You aren’t fooling anyone, people know when there is a problem! Occasionally things can get better by themselves, however,  the majority of the time this doesn’t happen.

If you do something wrong, it’s about how well you fix it,” says GlassHouse Technologies’ Scannell. “Most people batten down the hatches and close up shop. Understanding when you’re starting to fail and quickly being able to engage as many stakeholders as possible to fix it is critical.”

Emotional Intelligence for Project Managers – Nice to Have or Necessity

3. Showing emotion is a sign of weakness

If only it were just about defining scope, creating a project plan and tracking costs.

Project Management obviously encompasses all those things, but it’s also about relationship development, team building, influencing, collaborating, and negotiating often in very complex environments.

In most workplace environments project managers  have difficulty showing feelings. Project managers  cannot even discuss them. It’s a pity — feelings are part of being human. When we can discuss feelings, we  can manage them, and we can use them as indicators of morale, future performance, or motivation. This project management taboo can limit the effectiveness of project retrospectives. In projects, strong feelings are common. They play an important role in determining project performance. Yet feelings are rarely discussed in project retrospectives, and this omission can prevent project managers  from truly understanding the evolution of the projects they are  supposedly managing and examining. However, whatever form a project takes there will always be people involved and where there are people there are emotions.Emotions influence people’s actions, their behaviors and their responses to the emotions of others. So welcome to the world of ‘emotional intelligence’.

The concept of Emotional Intelligence (EQ) was first popularised by Daniel Goleman in 1995 with his book, “Emotional Intelligence: Why it can matter more than IQ.”

Just Jump Through the Hoops, Don’t Try to Fix the World

4. Project Managers should play by the rules

Most organizations have processes that nearly everyone understands are outdated  and counterproductive, however,  when project managers dismiss  these processes, neglect to  model their costs to organizations, the outdated  processes are then very difficult to change.

Indeed, the taboo is part of the cultural infrastructure that enables these dysfunctional processes to persist. If project managers discuss them openly, they  might find that upgrading them could provide significant payback.

Keep Complaining! It’s Good for You!

5. Keep complaining! It’s good for you!

We’ve all know that rush of relief you feel as soon as you wrap up a major rant. This is  the national art and sport of the UK.  However, complaining is viral misery.  Back in 2006, an American pastor named Will Bowen launched a campaign he called “A Complaint Free World”. Drawing on the philosophy of Arthur Schopenhauer, Alessandri pushes back against the assumption that complaining is only worthwhile if it gets concrete results; there’s no point in it, the received wisdom goes, if what you’re bemoaning is beyond your control.

Peace Is Not Absence of Conflict, It Is the Ability to Handle Conflict by Peaceful Means

6. You must  take sides in a  political conflict

Just keep neutral. It is possible to be respectful to (and respected by) your colleagues by staying neutral.  Politics are as old as civilization and have continued to be a source of fascination since Machiavelli wrote The Prince, a treatise on how to acquire and retain power, in the 16th century.

There are a lot more project management taboos that aren’t included listed here.  We are interested in your thoughts and suggestions?

5 of the World’s Most Spectacular Megaprojects

The Three Gorges Dam Project

We seem to be entering a new age of megaprojects as countries around the world mobilise the private sector to invest heavily in multi-billion or sometimes multi-trillion dollar infrastructure initiatives.

Megaprojects (sometimes also spelled “mega projects”) are very large investment projects and  require care in the project development process to reduce any possible optimism bias and strategic misrepresentation.

The most expensive large-scale megaprojects in the world range from  bridges, tunnels, highways, railways, airports, seaports, power plants, dams  and  wastewater projects to entire city districts.

Megaprojects seem to be practically recession-proof and have continued despite the 2008 global economic slowdown likely spurred megaproject construction, since the governments of some countries among them China, India, and the United States saw investment in infrastructure as a way to stimulate growth.  Moreover, many large corporations are locked into megaprojects, because only enormous  undertakings seem capable of nudging their bottom lines.

Here, we take a look at 5  of the biggest, most important and spectacular megaprojects  around the world.

Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group
Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group
Waterworld Hotel, Songjiang, China
Waterworld Hotel, Songjiang, China
Waterworld Hotel, Songjiang, China
Waterworld Hotel, Songjiang, China
Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group
Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group

Songjiang Hotel, China

“We Drew Our Inspiration from the Quarry Setting” Says Atkins Design Studio

The five-star hotel is designed by UK architecture office Atkins for Shimao Group and will offer around 400 rooms, with underwater restaurants, clubs, shopping facilities, a 10-meter deep aquarium and various sport activities such as rock climbing and bungee jumping.

The waterfall is  a key feature of this hotel built into a 328-foot-tall quarry outside of Shanghai. The  19-story hotel will have the waterfall cascading down the middle and two hotel floors that are entirely underwater.

The building will get its energy from geothermal sources and will feature a green roof.

With its 650 architects spread around the world in 60 offices, Atkins Design Studio  is an  enormous organisation, with some  pretty amazing Megaprojects under its belt.

The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project

Three Gorges Dam

Man has long used technology to harness nature and dam building has always been one of the most controversial methods.

Building a dam causes dramatic effects on the environment, yet can benefit man in innumerable ways.

Three Gorges Dam located in  Sandouping, Yiling, Hubeiis is the largest power station in the world and took  14 years to complete at a cost of  USD $37 billion ( ¥180 billion). The original estimated cost  was  USD $6 billion ( ¥20 billion).  It can produce as much as 15 nuclear power plants and is expected to  create 10% of China’s entire energy supply.

The Three Gorges Dam has moved 39 trillion kilograms of water 175 metres above sea level  which  scientists believe has altered the planet enough to change the speed at which the earth rotates.

The dam was first suggested by Sun Yat-sen, the first president of the Republic of China in 1919 and people have been working on it, researching how it would work and where exactly it would go for nearly 100 years.

London Crossrail
London Crossrail

London Crossrail

Crossrail is Europe’s largest infrastructure project and is set to  boost London’s rail capacity by 10%. The project will deliver approximately 11.9km of twin bore tunnels.

The  $23 billion development 73-mile rail project will connect London from East to West, improving access to Heathrow Airport, central London as well as city’s surrounding towns and suburbs.

Eight boring machines have been cutting their way through earth to create 26 miles (42km) of tunnels.

Construction of Crossrail began at Canary Wharf in London Docklands on 15 May 2009, with tunnelling work starting in May 2012.

The Crossrail project is about 65% complete and engineers will now continue upgrading existing stations and building new stations in central London and London Docklands.

Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Beijing’s new international airport
Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Beijing’s new international airport

Beijing International Airport Terminal 1 to be World’s Biggest

Beijing’s new international airport

January 2013 saw work approved for a new airport in Beijing. With large sweeping, non-conforming arches that span inwards with curves to the interior, there is a definite stamp of Zaha Hadid Architects with their design language.

Playing host to eight runways and with the capabilities to cater for 130 million passengers every year, Beijing’s new international airport will be among the world’s largest and busiest once  complete  in 2017.

International Space Station (ISS)
International Space Station (ISS)

One Giant Leap for Mankind

International Space station

The International Space Station (ISS) is the largest artificial body in orbit and can often be seen with the naked eye from Earth.

It may be one of the most ambitious scientific ventures ever and also the  largest masterpiece of the human engineering in orbit around Earth at present.  The station consists mainly of habitable and science modules, external trusses and solar panels to provide power.

The ISS provides a platform to conduct scientific research including  astrobiology, astronomy, human research including space medicine and life sciences, physical sciences,  materials science, space weather and weather on Earth.

What exciting projects did we miss on our list? Let us know in the comments section below.

Axelos CEO Peter Hepworth in the Spotlight

Project Journal had the privilege of interviewing AXELOS previous CEO Peter Hepworth. Peter provided us with an insight into his role and AXELOS as a whole in October 2015.

AXELOS CEO Peter Hepworth

Peter joined AEXLOS as CEO in July 2013 and was previously Managing Director for Activision Blizzard  a $400 million turnover and $150million EBIT business.   In 2014, Activision Blizzard was the fifth largest gaming company in the world by revenue.

Peter is an economics graduate, chartered accountant, with an M.B.A. from Cranfield and A.M.P. from INSEAD.

What is AXELOS?

AXELOS is a joint venture set up in 2014 by the Government of the United Kingdom and Capita, to develop, manage and operate qualifications in best practice, in methodologies formerly owned by the Office of Government Commerce (OGC).

AXELOS promotes best practice frameworks such as PRINCE2 and ITIL and is developing a cyber resilience best practice portfolio later in 2015.

How does  AXELOS  differ from APM?

AXELOS is an independent organisation, allowing the user community to focus more on the content of frameworks and guidance without much interference. The firm puts a heavy focus on the guidance given, ensuring the content is fuelled by good ideas to keep the ITIL structure up to date. But while the business has a combination of access to one of Britain’s largest corporations and the UK government, more than 75% of publication sales and Prince2 certification is sold outside of the UK, a trend that is growing faster due to emerging markets.

The company varies its training approach. Its Portfolio, Programme, and Project Management Maturity Model (P3M3), for example, encourages users to assess their performance against benchmarks. Mike Acaster, PPM portfolio manager, says: “PRINCE2 is applicable to many sizes of organisation, but sometimes it’s better to be a bit more specific. It’s about tailoring advice for that context. In some cases it has been tailored, and people don’t realise it’s PRINCE2 – you have to scratch the surface.

How do you view the future of project management?

After years of being associated with large engineering and construction projects, project management has moved beyond infrastructure. Firms across different countries and sectors now acknowledge the need to manage their processes and keep costs and timing under control. As businesses begin to recognise the importance of project management worldwide, questions are being asked about the standards required. AXELOS is focusing on how these can apply to different staff and situations, as well as how workers can develop a career path in project management.

Is AXELOS popular aboard?

“It’s hard to measure the adoption of our products, but if you look at the number of exams taken, you can see strong growth outside the UK, as well as in the UK,” he says. “In the US there’s a lot of interest, and the biggest international user of PRINCE2 is the UN, to make sure their aid development is correctly managed.

“Our Managing Successful Programmes (MSP) product was used to deliver the Olympic Games. I was in Tokyo after they had won the right to host Tokyo 2020 and the focus was ‘When can we have MSP?’ They want to see the same success as London has had.”

What are  the future priorities for AXELOS?

“Career path. For the individual, it’s about how your career can develop. There’s a different skill set between project and portfolio management, and no linear route. It comes to modularisation. We have been able to offer different dimensions.

Cyber Resilience is next. Companies need to put more emphasis on improving their reactions to cyber attacks rather than continuing to focus on prevent. Although there are a number of standards and best practices in place to prevent cyber attacks, firms are still falling foul, and this is usually due to the internal attitude and people, rather than technology.

New products launched in 2015 include PRINCE2 Agile; Cyber Resilience Best Practice and Continuing Professional Development (CPD).

What’s next?

Young people are learning things online and changing how it is done. We want our members to feel proud about having AXELOS qualifications and have launched digital badges so that project professionals can display their mark of professionalism across popular social networks.

Digital badges are tokens that appear as icons and are awarded to signify learning achievements in a way that can be easily verified and shared online. Our members digital badge’s will hold and display information about their professional development activity as well as the issue date and an expiry date.

Individual workers, organisations and entire industries can benefit from badges. Badges are a new form of currency – a more transparent and efficient way to communicate the acquisition and development of workplace skills.

From AXELOS to Microsoft, IBM to Oracle, many leading companies have adopted digital badges as a form of recognition for continuing professional development and certifications. The individuals who earn these badges enthusiastically share them to LinkedIn, Twitter, Facebook and other online destinations. Once shared, anyone can verify the authenticity of and learn more about the individual’s abilities. That shareability and verification can make all the difference in a competitive job market, whether an individual aspires to move ahead in her current position or move into a different job.

We also want continued openness from AXELOS, even more community collaboration and specific actions to further increase the relevance of AXELOS in the future.

Where do you believe project management is heading?

Anyone can benefit from project management guidance. “We are all project managers now,” he says.

 

Top 10 Project Management Myths Debunked

Since the dawn of time, mankind has used myths to make sense of the uncertainty that surrounds us.  In the early 1990s  a lot of  people believed that project management was the best kept secret in business.  However,  because project management was not  seen as a  prevailing profession at that time, it suffered from a lack of awareness  which was  in a sense, a double edged sword. Those who were knowledgeable in the practice of project management became extreamly valuable to organisations and pioneers for  the profession.

These early adopters were able to convince organisations that project management practitioners were needed.  Myths around project management began to form in the business community  and as the role of the  project manager was unclear, questions were raised as to what project management was  and what it could offer organisations.

The definition of the word myth is a “widely held, but false belief or idea.” Here, we’re going to examine 10 of the most pervasive PM myths that have emerged.

Myth #1 – Contingency pool is  redundant  

This is one of the most ‘mythical’ myths that has plagued the industry  for a long time. Coupled  with the tendency to presume that ‘real work’ is tantamount to implementation or building something concrete and you have the perfect recipe for project disaster.  The thought pattern behind this approach typically originates from budget constraints and/or having unrealistic expectations. As we all know, or should know, the unexpected happens quite regularly. An effective contingency plan is important as it aims to protect that which has value (e.g., data), prevent or minimise disruption (e.g., product lifecycle), and provide post-event feedback for analysis (e.g., how did we fare? did we allocate funds correctly?).

Myth #2 – Project Management software is too expensive

If your idea of project management software involves purchasing servers, and purchasing a software application from a major vendor for a small practice with 10  practitioners  then, yes, it  is too expensive. If, however, you have gone cloud and elected to use a powerful web-based project management solution (such as Smartsheet), then you are likely to save thousands of pounds while reaping the benefits of a pay-as-you-go price structure. The present, and future, lie in cloud solutions that provide equal, or superior, functionality at a fraction of the cost.

Myth #3 – Project Management methodologies will slow us down

Project  managers  have  a reputation of using  process-intensive  methodologies  that favour ideology over pragmatism. In some instances this may, indeed, be the case when  there is a mismatch between a specific project management approach and the organisation’s acutall needs (e.g., a process-driven method, such as PRINCE2, may not be appropriate for a slightly chaotic environment that favours an adaptive approach, such as Scrum). So, in sum, put down the paint roller (“Project Management isn’t for us!”) and take out your fine-bristled brush (“The Critical-Chain method may not be our cup of tea, but Agile on the other hand”¦”).

Myth #4 – Facts and figures are more important than feelings and perceptions

While facts are very important, projects are often derailed and sabotaged because of false perceptions.  The PM must pay attention to both fact and fiction to navigate through turbulent  organisational change.

Myth #5 – Project managers need to be detail oriented and not strategic in nature

While it is of the utmost importance for the project manager to understand how to read the details of the project, they must also understand how the project supports organisational objectives.  Having a strategic perspective adds great value to the skill-set of the project manager.

Myth #6  Rely on the experts in everything that you do

It is true, we do need to rely on the experts but our trust can not be a blind faith.  The job of the project managers in this area is twofold.  First we must extract information and second we must verify that the information is accurate.  A good example of this is asking a planner  to provide an estimate on the effort required to perform a task.  In some instances team members forget to include tasks which ultimately results in a faulty estimate.

Myth #7  All the battles have to be fought and won so that we can succeed

Project managers sometimes make the assumption that they need to stand firm to get the job done, however, coming to compromise  on a particular issue is often a better course of action  in order to  win the war.

Myth #8 Project Managers  can wear multiple hats  

Wearing different hats can be extremely confusing.  This is especially true if the project manager is asked to be a business analyst or technical expert on top of serving in their PM role.  They end up doing  both roles with mediocrity.  When we “wear two hats” we essentially tell ourselves that both hats fit on one head at the same time. However, what happens if the demands of two roles conflict  and what assurances do we have that we’re managing the inherent conflict of multiple roles  and the  risks the  roles introduce? Sadly, multiple roles become more common as we move up the management hierarchy in an organisation, and that’s exactly where potential conflicts of interest can do the most harm.

Myth #9  Once the risk register is created, it’s full speed ahead

Risk management provides a forward-looking radar. We can use it to scan the uncertain future to reveal things that could affect us, giving us sufficient time to prepare in advance. We can develop contingency plans even for so-called uncontrollable risks, and be ready to deal with likely threats or significant opportunities.  Too often, it’s not until a catastrophic event occurs and significantly impacts project progress that ongoing risk reviews are conducted.

Myth #10 Project managers can not be effective in their role unless they have specific technical expertise in the given field that the project falls  within

You don’t need to be an engineer to manage a construction project or a IT  technician to manage a software development project.  All you need is a  fundamental  understanding with strong PM skills to manage  the team.  Experience in the field helps but does not guarantee success.

Project management is challenging enough without the myths. The profession has come a long way since the 1990s and some of these myths are fading. However, we still see remnants of them in one form or another.  Great projects cut through false assumptions and confusion, allowing their teams to make smart decisions based on reality.

These are just 10 project management myths, what are yours?  

13 Basic Facts You Should Know about Modular Homes

The concept behind a tiny garden pavilion in London, UK was simplified by the following equation: shed + office = Shoffice.

Modular homes sometimes referred to as “factory-built construction“,  encompass a category of housing built in sections typically at a factory  location.   These houses must conform to local and regional building  codes for the country the buyer plans to situate the dwelling.  

Just like site-built housing, construction teams build modular homes to  last and increase in value over time.   As the factory finishes building sections of the house, each piece is transported to the homeowners build site on large truck beds.   Local building contractors then assemble the house and inspectors ensure the manufacturer has built your residence to code.   Most customers find that modular housing is less expensive than  site-built homes.

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1. Benefits of Construction

One of the benefits of  construction is that manufacturers build them indoors in an enclosed factory setting, where the materials  used to build the homes are not subject to adverse weather during construction.  

Most building contractors can finish erecting a house in as little as 1-2 weeks, though it may take up to 4 weeks or more for local  contractors to finish building the dwelling on-site once it has been  delivered.

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2. Differences Between Modular and Site Built

Modular homes are not the same as site-built homes, which contractors create 100% at the build site.   That means the
contractor must collect all the materials for a house and built it on-site.   Like a modular home, the site-built home must conform to all regional, state and local building codes.   Many refer to site-built construction as stick-built homes.   Stick built housing is also well-built and designed to last a lifetime.

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3. Difference Between Modular and Manufactured

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Manufactured housing is another form of factory construction.   Many  consumers have mistakenly referred to these homes in the past as mobile homes.   Others refer to manufactured homes as trailers.   Manufacturers do build these houses in a factory like modular homes on a steel chassis.  

The manufacturer then transports sections of the home to the building site as completed.   These dwellings are usually less expensive than both modular housing and site built housing, in part because they don’t come with a permanent foundation.   Trailers and mobile homes are more likely to depreciate than modular or site built homes.

4, Advantages of Modular Construction Over Site Built

Modular homes offer many advantages over traditional site built dwellings. Many consider modular homes a hybrid breed of housing.   Not a manufactured house and not a site built house, these homes offer consumers multiple benefits including costs savings, quality and convenience.   In many ways modular homes surpasses site built housing in quality and efficiency.  

Modulars have grown up. They are more and more becoming a mainstream  selection for first time and secondary homebuyers.   Most people now realise they don’t’ have to give up design quality or customization to buy a prefabricated house.   One of the biggest misconceptions people have of prefabricated housing is they are look alike.   “Boxy” is not a word that can begin to describe prefab dwellings. In fact, more suitable descriptions of these buidlings would include: “Elegant, durable, customised and high-class”.   Many people find they can afford to include more specialization and customization when they buy a factory built house over a traditional stick built construction.  

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5. Cutting-edge Designs

Looking for a building design with a little pizzazz?   You need to check out the latest architectural designs associated with prefabricated buildings.   Firms are now building more    elegant and unique designs to meet the increasing demands of selective customers.   People are selecting modular designs over stick built designs to build their dream homes.

green-prefab-homes-contemporary-ideas-on-home-design-ideas

6. Customised Design and Modification

There are hundreds of companies that offer modular prefabricated construction kits and plans, and most employ various architects and specialized designers to help customize your  home.   That means you have more choices and a wider selection of designers to choose from.   If you don’t find a style you like with one designer you can often move onto another, without even switching  manufacturers.  

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7. Huge Range of Selection

Its always best to select a home that matches your lifestyle and design preferences.

8. Rapid Customisation  

These are often the ideal selection for homeowners in need of a speedily designed homes.   You simply can’t build a dwelling faster.   Site built housing can take months to design and build.   A manufacturer can design and place a prefab house in a few short weeks. You can pick from just as many different styles as you would a site built home if not more, but don’t have to wait weeks for contractors to build your custom house.

9. Precise Budgeting and Timing

Yet another benefit of these designs is the lack of guesswork involved.   You don’t have to worry about how something will look.   You know that everything will arrive to the build site complete and you will know the exact outcome. You also don’t need to worry about unexpected expenses, which is commonly the case with site built homes.   With a prefabricated house, you know exactly what your home will cost and can control that cost from the point of buying to final construction.   This isn’t the case with stick built housing. With stick built housing you also have to worry about surprises in the middle of construction.   It isn’t uncommon for example, for a contractor to quit in the middle of a project.   If this happens you have few choices.  

Your home will sit partially built until you are able to find a new construction team.   This alone may cost you valuable time and money.  

10. Improved Energy Efficiency    

Many prefab houses also come with what manufacturers call the “Energy Star” certification.   This is a national company that promotes energy efficiency.   Buildings with this label use 30-40 percent less energy yearly than traditional stick built housing.  

This saves you time and money.   Some key features of prefabricated housing that help improve energy efficiency include tight installation,  high performance and weather resistant windows, controlled air systems and duct systems, upgraded air-conditioning and heating units and use of efficient lighting and heating appliances.   As a bonus, these features not only save on annual energy costs but also improve the quality of your indoor air. Think energy efficiency isn’t significant?   Think again.   Over the lifetime of your house you could save thousands of pounds  in energy bills by buying a prefabricated dwelling.

11. Design Modification is Easier  

Most prefab homemakers now use computer aided design systems when conducting operations.   This adds to the efficiency of construction and improves the appearance and architecture  of homes.   Prefabricated construction ranges from plain vanilla styling to intricate and complex modern designs.

12. On Time and  on Budget    

Perhaps the two biggest features or benefits of prefabricated housing that manufacturers hone in on are the speed that  they can be built with and the competitive pricing they can offer on the final product.   This is one reason that modular homes are gaining popularity.  

13. Appreciate in Value

These dwellings also appreciate much like site  built housing designs.   Most homeowners are interested in building value in their house over time.   Prefab housing afford you the opportunity to do this (keep in mind however much appreciation is dependent on real estate location).   Select a good build site and your house will gain significant value over time. Other factors may also affect appreciation including landscaping and how well the house is cared for year after year.   These factors also affect site built housing.   Unlike mobile homes, which depreciate, a modular homeowner can expect to gain value from their home year after year. Study after study suggests that modular homes appreciate just as well as site built homes.   They are also just as easily insured and financed.

As far as risk goes, you are no more at risk buying prefabricated housing than site built construction.

Modular Home Facts

  • Modular homes appraise the same as their on-site built counterparts do.
  • Modular homes can be more easilly customised.
  • Most modular home companies have their own in-house engineering departments that utilize CAD (Computer Aided Design).
  • Modular home designs vary in style and size.
  • Modular homes are permanent structures – “real property.”
  • Modular homes are considered a form of “Green Building.”
  • Modular homes are faster to build than a 100% site-built home.
  • Home loans for modular are the same as if buying a 100% site-built home.
  • Insuring your modular home is the same as a 100% site-built home.
  • Modular homes can be built to withstand 175 mph winds.
  • Modular homes can be built for accessible living and designed for future conveniences.


Would you consider a modular home for yourself, or are you more of a traditionalist?

Pocket Living in London: Micro-flats Gain Favour as the Answer to Big City Urban Density

Young Londoners have revealed that they would rather rent a tiny studio flat than a large property in a less desirable area.

We Haven’t Reached the Density of Hong Kong. But We’re Heading That Way

London’s population is expected to reach 10m by 2031 from its current 8.3m. London needs an estimated 49,000 new homes a year. This is not a new phenomenon, architects have confronted population growth and social changes before.

Obvious solutions include rental and shared ownership, while community building is also gaining ground in the UK. But there are other solutions out there, adding to the bigger picture. One of these is Pocket Living  micro-flats, backed by Mayor Boris Johnson.

Micro-apartments Are in Vogue Today. But in Japan, People Have Been Living in the Nakagin Capsule Tower’s 100-square-foot Housing for Decades

Some 45% of 18-24-year-olds in London said they would consider living in  a micro-flat  if that was in the “perfect” location. A  micro-apartment, also known as a micro-flat, is a one-room, self-contained living space, usually purpose-built, designed to accommodate a sitting space, sleeping space, bathroom and kitchenette with a size of 4-10 square meters.

They are  essentially modern versions of the British bedsit and are becoming popular in urban centers in Europe, Japan, Hong Kong and North America, as  they represent a seemingly straightforward antidote to persistent affordable housing shortages in dense growing cities.

In fact, some micro-apartments are  being marketed as  cost-effective  fashionable lifestyle products.

Hogarth Architects transformed another large one-room flat in London into a stylish apartment using a wood insert that creates a separated kitchen and loft. It’s essentially one big piece of furniture custom-made for the space.
Large one-room flat in London
Hogarth Architects transformed another large one-room flat in London into a stylish apartment using a wood insert that creates a separated kitchen and loft. It’s essentially one big piece of furniture custom-made for the space.
Large one-room flat in London

Hogarth Architects transformed a large one-room flat in London into a stylish apartment using a wood insert that creates a separated kitchen and loft. It’s essentially one big piece of furniture custom-made for the space.

Micro-Apartments-Sloped-Roof-1

Micro-Apartments-Paris-Storage-2Curved  surfaces can make a small space even smaller. The ability to organise the rooms vertically is reduced. But Dutch architects Queeste Architecten have managed to give this 320-square-foot micro-flat a spacious feel using lots of white, with built-in furniture and storage.

Guide price  £8,000: the prototype of Ecodom's portable micro house is set to go to auction on 30 July
Guide price £8,000: the prototype of Ecodom’s portable micro house went to auction on 30 July

That oh-so-unfunny joke about moving into the garden shed is  now a reality for young Londoners.

The prototype of a portable  130sq ft  eco-friendly micro house that comes with a fold-down bed, kitchenette and shower room.

The micro houses, by Ecodom, will be constructed off-site and delivered fully made within two months of ordering, so it couldn’t be simpler to drop it into place and move straight in.

Oak Tube Apartment in Moscow
Oak Tube Apartment in Moscow

Architect Peter Kostelov turned a small flat  into a oak-lined tube. Kostelov removed all the walls from the center of the apartment and replaced them with glass so light could get from windows on one side to the balcony on the other.

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Specht Harpman Architects have turned a penthouse with a high ceiling into a two-level apartment and even managed to fit in a small grassy terrace.

Housing Complex in Slovenia is a Series of Honeycomb Modular Apartments
Honeycomb Modular Apartments
Housing Complex in Slovenia is a Series of Honeycomb Modular Apartments
Honeycomb Modular Apartments

Housing Complex in Slovenia is a Series of Honeycomb Modular Apartments

Japan’s famed Capsule Tower (and its scheduled demolition!), an iconic structure and unique archetype for contemporary prefab architecture. Designed by Kisho Kurokawa
Japan’s famed Capsule Tower

When it was built in 1972, architect Kisho Kurokawa’s Nakagin Capsule Tower was meant to be the housing structure of the future.  Now in 2013, his “masterpiece” stands dilapidated and virtually empty.

21 Rooms in One Creative Condo
21 Rooms in One Creative Condo

Now here’s a solution that could revolutionize tiny spaces  a  slide-out system that turns a 350-square-foot space into 21 different rooms with bed, washing machine, entertainment, a bath covered by the bed when not in use, shelves, cabinets and more.

Do you believe higher density housing  is the  answer to London’s housing crisis as some believe  or will it turn the city into Hong Kong and Shanghai?  

50 Quotes to Inspire Successful Leadership

Most people  believe  that the key to successful leadership is influence, not authority. Do you agree? The answer to that question, it seems, lies in whether the goal is to get others to work from a place of compliance or from a place of commitment  which underlines the difference between influential leadership and authoritative leadership.

Working within an influential leadership model, committed employees will give up discretionary time to solve problems, serve customers, and think creatively. On the other hand, people working under command and control, as we more commonly know it will only work to achieve compliance, doing only what needs to be done to get by.

As a  leader  you  must realise that every  decision  you  make  influences your  next five decisions.  Fortunately, great leaders are made, not born.

Maximise your effectiveness by emulating these words of wisdom that will motivate you in  achieving your goals  and  overcoming your fears:

  1. Build your own dreams, or someone else will hire you to build theirs — Farrah Gray
  2. Perfection is not attainable, but if we chase perfection we can catch excellence — Unknown
  3. proverb is to speech what salt is to food — Arabic Proverb
  4. Hold fast to dreams,  For if dreams die  Life is a broken-winged bird,  That cannot fly — Langston Hughes
  5. Remember no one can make you feel inferior without your consent — Eleanor Roosevelt
  6. We can easily forgive a child who is afraid of the dark; the real tragedy of life is when men are afraid of the light — Plato
  7. Every strike brings me closer to the next home run — Babe Ruth
  8. If I had six hours to chop down a tree, I’d spend the first four hours sharpening the axe — Abraham Lincoln
  9. If you look at what you have in life, you’ll always have more. If you look at what you don’t have in life, you’ll never have enough — Oprah Winfrey
  10. I can’t change the direction of the wind, but I can adjust my sails to always reach my destination — Jimmy Dean
  11. Believe you can and you’re halfway there — Theodore Roosevelt
  12. Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do, so throw off the bowlines, sail away from safe harbour, catch the trade winds in your sails. Explore, Dream, Discover — Mark Twain
  13. To handle yourself, use your head; to handle others, use your heart — Eleanor Roosevelt
  14. Too many of us are not living our dreams because we are living our fears — Les Brown
  15. Whatever the mind of man can conceive and believe, it can achieve —  Unknown
  16. I am not a product of my circumstances. I am a product of my decisions — Stephen Covey
  17. When everything seems to be going against you, remember that the airplane takes off against the wind, not with it — Henry Ford
  18. The most common way people give up their power is by thinking they don’t have any — Unknown
  19. It is during our darkest moments that we must focus to see the light — Unknown
  20. Don’t judge each day by the harvest you reap but by the seeds that you plant — Robert Louis Stevenson
  21. The only way to do great work is to love what you do — Steve Jobs
  22. Change your thoughts and you change your world — Unknown
  23. The question isn’t who is going to let me; it’s who is going to stop me — Ayn Rand
  24. Remember that not getting what you want is sometimes a wonderful stroke of luck — Dalai Lama
  25. You can’t use up creativity. The more you use, the more you have — Maya Angelou
  26. I have learned over the years that when one’s mind is made up, this diminishes fear — Rosa Parks
  27. I would rather die of passion than of boredom — Vincent Van Gogh
  28. A person who never made a mistake never tried anything new — Unknown
  29. If you want to lift yourself up, lift up someone else — Booker T. Washington
  30. Limitations live only in our minds. But if we use our imaginations, our possibilities become limitless — Unknown
  31. Certain things catch your eye, but pursue only those that capture the heart — Ancient Indian Proverb
  32. How wonderful it is that nobody need wait a single moment before starting to improve the world — Unknown
  33. The only person you are destined to become is the person you decide to be — Ralph Waldo Emerson
  34. We can’t help everyone, but everyone can help someone — Ronald Reagan
  35. Everything you’ve ever wanted is on the other side of fear — George Addair
  36. Nothing will work unless you do — Maya Angelou
  37. I alone cannot change the world, but I can cast a stone across the water to create many ripples — Mother Teresa
  38. What we achieve inwardly will change outer reality — Plutarch
  39. Courage is being scared to death, but saddling up anyway — John Wayne
  40. Success is walking from failure to failure with no loss of enthusiasm — Winston Churchill
  41. It always seems impossible until it’s done — Nelson Mandela
  42. Successful and unsuccessful people do not vary greatly in their abilities. They vary in their desires to reach their potential — John Maxwell
  43. Without ambition one starts nothing. Without work one finishes nothing. The prize will not be sent to you. You have to win it — Ralph Waldo Emerson
  44. There are no traffic jams along the extra mile — Roger Staubach
  45. Dreaming, after all, is a form of planning — Gloria Steinem
  46. Stealing someone else’s words frequently spares the embarrassment of eating your own — Peter Anderson
  47. The Book of Proverbs are the cream of a nation’s thought — Unknown
  48. Life is 10% what happens to me and 90% of how I react to it — Charles Swindoll
  49. The most difficult thing is the decision to act, the rest is merely tenacity — Amelia Earhart
  50. When I was 5 years old, my mother always told me that happiness was the key to life. When I went to school, they asked me what I wanted to be when I grew up. I wrote down “happy”. They told me I didn’t understand the assignment, and I told them they didn’t understand life — John Lennon

 

 

10 Motivational Quotes to Get You Through Your Procurement Woes

10 Motivational Quotes to Get You Through Your Procurement Woes

Is your procurement project stuck in a rut?  

A well crafted quote, very much like good storytelling  and  can elucidate fuzzy concepts. For example, creativity” and “innovation” are not the first two words that come to mind when talking about procurement. However, According to Deloitte’s paper Charting the Course, this is where procurement’s destiny lies.

By transforming beyond today’s definition of “procurement as the sourcing of raw materials, and goods and services,” procurement can  reach new heights.

Here are 10  quotes to help you find motivation and inspiration to make a positive change.

  1. All models are wrong but some of them are useful – George Box (Statistician)
  2. People will forget what you said, people will forget what you did. But people will never forget how you made them feel – Maya Angelou (Writer)
  3. We cannot solve our problems with the same thinking we used when we created them – Albert Einstein
  4. Opportunity arises for the prepared mind – Louis Pasteur (chemist and microbiologist)
  5. A journey of a thousand miles begins with a single step – Lao Tzu (Philosopher)
  6. What gets measured, gets managed – Peter Drucker
  7. Leonardo da Vinci’s Simplicity is the ultimate sophistication –  Dale Dauten
  8. Worrying does not empty tomorrow of its troubles, it empties today of its strength – Corrie ten Boom
  9. The best way to predict the future is to invent it – Alan Kay
  10. Strive not to be a success, but rather to be of value – Albert Einstein

What are some of your favorite inspirational quotes? Share in the comments

Old Montague Street Student Accommodation

London needs over 30,000 new  homes every year for the next 15  years to keep up with the demand  from the people who wish to live and  work in the city. Despite good  housing output, figures published  by the GLA show that there is a huge  deficit in the number of affordable  homes being produced, particularly  larger homes.

A  shortage of bricks  is often cited  as the main reason why developers are  looking at new methods of  construction to answer the demand  for new homes. But brick is a major  part of the London urban  environment; planners often insist  on this most familiar of materials,  homeowners love its solid  dependability. Therefore masonry is  also becoming a modern technology  to overcome the lack of skilled  craftsmen available. Several  companies have developed brickslip  cladding systems which look  like solid brickwork but need much  less skill to install. Glued brickwork  is another innovative approach  introduced from Europe whose thin  mortar joints produce a new sharper  continental aesthetic.
Old Montague Street Student Accommodation

Old Montague Street Student Accommodation

This Hall of Residence containing 219 Study bedrooms is set in the vibrant east end of London, just a few minutes walk from the Whitechapel Road the famous Brick Lane. The scheme consists of cluster flats of 6/7 bedrooms each sharing a kitchen, arranged over three floors above basement and ground floor commercial and ancillary accommodation. Provision of a formal courtyard for all access together with the vertical grouping of amenity space is an inherent part of the design. The accommodation is composed of offsite prefabricated pods which were brought to site finished with all fittings and fixtures clad with thin brick slip cladding.

Clients:  Shaftesbury Housing Group  and  The London Institute

Architect:  T P Bennett

Principal Supplier:  Hanson Plc

Location:  Don Gratton House, 82 Old Montague St, London E1 5NN

 

9 Suggestions for Overcoming Barriers to Good Design When Using Modern Methods of Construction (Mmc)

The term ‘Modern Methods of Construction’ (MMC)  embraces a range of technologies involving various forms  of prefabrication and off-site assembly.

MMC is increasingly regarded as a realistic means of  improving quality, reducing time spent on-site, improving  on-site safety and addressing skills shortages in the  construction of UK housing.

Bridge Crossing Modern Design
Bridge Crossing Modern Design

The variety of systems now available potentially allows the  designer enough choice to sidestep problems deriving  from constraints posed by the use of any one method.  MMC systems, from closed-panel timber framed  systems to bathroom pods are a palette from which  designers can make choices. They are not necessarily  stand-alone solutions that anticipate all the needs of  an individual site and can be mixed and matched  as appropriate.

These limitations are not obstacles to achieving the good design in MMC-based schemes, but may hinder  the incorporation of more complex and innovative  types of MMC from which greater overall benefits  may be obtained  which  are considered under the  following headings:

1. COST UNCERTAINTY

There is no doubt that, given products of comparable  performance the key issue in purchases of MMC construction  systems is the price. At present not enough is known  about the potential costs of using volumetric and  closed panel systems to enable confident specification  at an early date. This inhibits designers from exploring  the full potential of MMC systems. This is particularly true of the less repetitive,  small, one-off scheme, where a smaller margin  of benefits is gained from using MMC. The principal  barrier to the uptake of MMC, therefore, seems  to be the perception of cost uncertainty with respect to using more complex systems.  Without doing substantial project-specific research,  consultants and their clients simply do not know with  enough degree of certainty how much the volumetric or  closed panel systems are likely to cost, and what  would be the savings to overall project costs produced  by potential speed gains to offset against increased  capital expenditure.

This is due to the complexity of assessing the ratio of  cost of repetitive elements where pricing is relatively  straightforward to the cost of adjusting elements or  building in another method for the abnormal condition.  Decisions to use innovative systems are likely to be  made once designs are well progressed to enable  teams to be more certain of costs. This can increase  the potential for change or result in design compromise  as the designer attempts to incorporate the specific  limitations of a particular system in their design.

In an attempt to improve this situation, the MMC consultant and or clients  could  pull together a  directory of MMC  expanded to include cost comparison data. The huge  range of variables involved inevitably makes this  difficult, but a database of current construction cost  information  would be an  invaluable resource.

Contemporary Building Facade
Contemporary Building Facade

2. PLANNING PROCESS AND EARLY COMMITMENT  TO A SYSTEM

The time it can take to obtain planning permission has  obvious implications both for project cost but also, in  some circumstances, for architectural  design innovation.

Most of the more complex types of MMC have an  impact on dimensioning, the choice of external finish  and detailing may have some effect on the buildings  mass. Therefore,  the construction system should be  chosen prior to a planning application to avoid  abortive work, redesign or amendment, or even  resubmission for planning permission.

However,  developers  whose money is at risk, frequently hold  off deciding on the construction technique until the last  practicable moment, in order to get any advantage from  fluctuations in material or component pricing.

Given the potential for lengthy duration of planning  applications, this means that there is little incentive to  prepare initial designs for planning with a prior decision  to incorporate MMC firmly embedded. In cases where  the developer has a financial or business link with the  supplier, this is less likely to be the case. As the majority  of commercial or  residential developments involve some kind of arrangement with a developer, agreement on construction systems is often left to the stage after planning.

3. TIME INVESTMENT

Another very significant factor is the time investment required at  the early stages of projects. This is needed to develop the design when the project is still at risk. There is a  direct relationship between the scale and complexity of  MMC component and the amount of time required to  develop a design at an early stage.

The introduction of advanced or complex MMC  techniques into the design process is potentially costly  to the design team. A significant amount of research is  needed to explore alternative systems, to obtain  verification of suppliers’   credentials, investigate  mortgage and insurance issues, visit previous sites,  talk to system suppliers, obtain technical performance  guidelines, understand junctions and interfaces, coordinate  other consultants, obtain building control input  and so on.

For a consultant, the only way of investing in this  research is either through timely payment of increased  fees by a visionary understanding client or through the anticipation of increased future productivity through repetition when a  project is phased, or large enough, or likely to be  followed by another similar project.

The potential of learning a system and then being able  to repeat lessons learned efficiently is a powerful  incentive for both client and consultant. By contrast, HTA’ s project at Basingstoke is an example  of a phased project with a three to four-year duration allowed the design team to repeat  various elements of the design, and the manufacturer to  develop improved solutions to technical and supply  problems.

HTA’ s project at Basingstoke
HTA’ s project at Basingstoke

4. INSUFFICIENT COMMUNICATION

Improved dialogue at the outset of the  project is  vital if design quality is to be  maximised. Constraints and opportunities implicit within  a particular system are more easily incorporated into  design if partners communicate pre-planning.  Increased early communication can be fostered through  improved long-term partnering relationships.

Clients  should also partner with a range of suppliers and  architects so that choice and flexibility is not restricted.

5. INEXPERIENCE

Generally, the inexperienced client or design team will  have to do more research, with the result  that there is likely to be significant design development  without a specific system being incorporated.

This is a  disincentive to using a more complex system involving a  higher proportion of MMC, where early decision making  and knowledge of a system’ s capabilities have a decisive influence on the nature of the architecture.  However,  encouraging the take up  of MMC through the use of a dedicated funding mechanism may  assist clients  in  finding time for  research into suitable MMC techniques.

Dome Construction Berlin
Dome Construction Berlin

6. SUPPLIER’S ROLE

Site capacity  studies and early stage pre-planning design studies  could be undertaken directly by system suppliers  on behalf of clients, cutting out the usual procedure  of commissioning design work by independent  consultants.

7. ASSUMPTIONS

There are a  number of assumptions that  are generally held about certain types of MMC that may  have been valid at one time but are no longer true today.  There is a need for reliable and up to date information  comparing system criteria, performance data, timescales, lead in times, capacity, construction time,  sequencing issues, limitations, and benefits.

Therefore  it would be helpful if a forum  for discussion and experience exchange was set up.

8. DEMONSTRATING THE BENEFITS OF MMC

There is still a large amount of skepticism about the  need to go very far down the line with MMC. This is  reflected in the acceptance of the desirability of  maintaining or indeed enhancing the pool of traditional  craft skills throughout the UK.

A balanced view is that there is a demonstrable need  for the wider use of MMC which is recognized by both  industry and government.  The best way for clients  and the public generally to  become more confident and knowledgeable about the  quality of design achievable through MMC is to see it  demonstrated.

9. FINANCIAL INCENTIVES

There is no doubt that spreading the burden of  investment through the life of a project helps to ensure  a higher standard of specification and hence quality. In  the Netherlands, a ‘ Green Financing’   system has been  developed by the Dutch government that provides  favorable loan finance when certain sustainable  standards are reached. In the UK, the Gallions HA  has  pioneered  a study of this, based on a scheme in  Thamesmead, ‘ the Ecopark project’.

Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.

Apple to Invest in Chinese Solar Energy Projects to Slash 20 Million Tons of Emissions

Apple will invest in 200 megawatts of solar energy projects in China  and has  pledged to work with factories in the region to source more renewable energy and improve their energy efficiency.

The tech giant, who base the majority of their manufacturing operations in China recently  come under criticism due to the heavy pollution caused by its Chinese suppliers.  The new energy project will offset the carbon produced by Apple’s supply chain in the region, where much of the electricity is produced from coal.

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Lisa Jackson, Apple’s vice president of Environment, Policy and Social Initiatives, said “the 200 megawatts projects will produce the equivalent of the energy used by more by than 265,000 Chinese homes in a year  and will avoid over 20 million tons of greenhouse gas emissions in China between now and 2020.  These projects go beyond Apple’s operations in China to help our suppliers adopt clean renewable energy,”

The company now says its China operations are “carbon neutral”, as the solar installations produce more energy than is used by its offices and retail stores throughout the country.

Four years ago, Chinese environmental groups accused Apple of turning a blind eye as its suppliers polluted the country by emitting toxic gases and discharging heavy metal sludge. Furthermore, in the United States, Apple was criticised by environmental group Greenpeace in 2012 for relying too heavily on fossil-fuel-based energy to power its energy-hungry data centres.

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On Wednesday, “Greenpeace said the company had taken a big  step forward in greening its supply chain.”

Apple has also taken steps to operate more cleanly in its home state of California. In February, the iPhone maker said it would buy about $850 million of power from a new California solar farm to cut its energy bill and supply electricity for its new campus in Silicon Valley as well as other offices and stores.

 

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