The notion of so-called postcode wars may have slipped from the headlines recently but the territorial divisions continue to exert a powerful influence on the lives of thousands of young Londoners.
This lady gives her thoughts on Knife Crime in the UK. We salute this woman for speaking out! The passion in her voice is intense.
Guns, Gangs and Postcode Wars
The youth culture seems to be falling apart at the moment. We’ve seen a real sea change over the past few years, with a significant increase in the number of people who have been injured, in the number of injuries sustained per person, and the severity of those injuries.
The more deprived the area, the more they try to assert control over the one thing they can lay claim to: the streets. Concepts such as hood passes and stripes may seem alien to anyone over 21 but are considered normal by an entire generation.
Politicians need to get their act together and pour money into this right now. Tomorrow is too late. Parents also need to take responsibility.
Gang-related organised crime in the United Kingdom is concentrated around the cities of London, Manchester and Liverpool and regionally across the West Midlands region, south coast and northern England, according to the Serious Organised Crime Agency. With regards to street gangs the cities identified as having the most serious gang problems, which also accounted for 65% of firearm homicides in England and Wales, were London, Birmingham, Manchester and Liverpool. Glasgow in Scotland also has a historical gang culture with the city having as many teenage gangs as London, which had six times the population, in 2008.
In the early part of the 20th century, the cities of Leeds, Bristol, Bradford (including Keighley) and Nottingham all commanded headlines pertaining to street gangs and suffered their share of high-profile firearms murders. Sheffield, which has a long history of gangs traced back to the 1920s in the book “The Sheffield Gang Wars”, along with Leicester is one of numerous urban centres seen to have an emerging or re-emerging gang problem.
On 28 November 2007, a major offensive against gun crime by gangs in Birmingham, Liverpool, London and Manchester led to 118 arrests. More than 1,000 police officers were involved in the raids. Not all of the 118 arrests were gun related; others were linked to drugs, prostitution and other crimes. Home SecretaryJacqui Smith said it showed the police could “fight back against gangs”.
THE WORDS ON OUR STREETS Irrespective of who uses it and for what purpose, street slang is constantly evolving. Words in common parlance five years ago like “buff” (good-looking) are now deemed antediluvian, replaced by newer terms such as “chug”, “peak” and “wavey”. “Skadoosh”, a personal favourite, is a relative newcomer.
Bang – punch Bare – a lot Bate – obvious Blud – friend Booky – suspicious Butters – ugly Chug – good-looking Dutty – nasty Fam – friends Gallis – womaniser Gased – talking nonsense Gem – fool Ghost – to be frequently absent Greezy – bad Junge – whore Liccle – small Marga – extremely skinny Moist – no ratings, silly, naff Murk – attack Nang – good Peak – used to highlight an eventful situation Peng – good-looking Shank – stab Shower – cool, good Skadoosh – goodbye Skettel – loose woman Slipping – to be caught off-guard Swag – crap Tekkers – technique Wallad – idiot Wavey – high or drunk
Yesterday is history, tomorrow is a mystery, today is a gift of God, which is why we call it the present. This small selection of poetry was written starting back as early as 2006 when I was first called to write for the LORD.
Later I would write Christian articles and prophetic utterances from Jesus. My love of poetry is spontaneous and has been chiefly inspired by the Psalms of David together with the emerging love and grace of Father God, now my heavenly daddy, through His beautiful son, Jesus. Truly Jesus is full of Grace and Truth.
I live in Cornwall, England and have done so for the last twenty-one years. I moved with my mother and daughter in 1997 from Nottingham. It is here in Cornwall God still continues to do His greatest healing in my life. I live in a small bedsit with my now elderly dog Cindy. I love to walk and my hobby is photographer and writer.
Many things are possible for the person who has hope. Even more is possible for the person who has faith. And still, more is possible for the person who knows how to love. But everything is possible for the person who practices all three virtues. I hope you enjoy this small collection of poetry and pray you will be blessed by these words for Jesus is the same yesterday, today and forever.
May Jesus have all the glory for all that I am and do for His Kingdom.
From vertical farms to living buildings, the city is on the cutting edge of environmentally sustainable urban solutions in the world.
Home to over 5.5 million, Singapore had no choice but to adopt high-density development because of its tight land constraints.
“We take steps to ensure our self-sufficiency,” says Yvonne Soh, general manager of the Singapore Green Buildings Council. “In Singapore, we have a lot of initiatives to promote sustainability.”
As Singapore expands, a novel approach preserves green space. New developments must include plant life, in the form of green roofs, cascading vertical gardens, and verdant walls mandatory since 2008. This has resulted in urban planners literally weaving nature throughout the entire city – visible from across the landscape. Innovative design has created the illusion of space using “green” and “blue” elements. This includes the creation of one of the largest freshwater city reservoirs in the world.
Much of that vision to keep Singapore both sustainable and livable stems from Cheong Koon Hean, the first woman to lead Singapore’s urban development agency (UDA). With a rising population and finite freshwater resources, some positive action was needed fast, so ministers set up a national water agency, PUB, which became the sole body responsible for the collection, production, distribution, and reclamation of water in the city.
The Gardens: look east for Eden, Singapore Style
Symbol of Singapore and its efforts to promote green space, these “Supertrees” belong to a display at the 250-acre Gardens by the Bay. The high-tech structures range from 80 to 160 feet and collect solar energy to power a nightly light show. They have a softer side too: their trunks are vertical gardens, laced with more than 150,000 living plants. PHOTOGRAPH BY LUCA LOCATELLI, INSTITUTE
Throughout the city, there are many green buildings such as the CapitaGreen office tower, the Park Royal on Pickering hotel and the Tree House condo near Bukit Timah Nature Reserve.
“Singapore is an island about half the size of London which has managed to preserve its cultural—Chinese, Indian, and Malay—and architectural legacy through a heritage conservation program.”
The futuristic ‘Gardens by the Bay’ in central Singapore, is a revolutionary botanical garden spanning over 100 hectares of reclaimed land. It’s a beautiful asset to the city but may also offer a path to the health and happiness of its citizens.
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Transport is another sector that has seen investment recently. On an island of 4.8 million people with limited space. After a series of smart card innovations, people have been able to use e-Symphony, an IBM-designed payment card that can be used to pay for road tolls, bus travel, taxis, the metro, and even shopping.
Have little ones with you? Take them to the Jacob Ballas Children’s Garden, where they’ll learn all about shrubs, plants, and all things green.
Up for a hike? Visit the MacRitchie Nature Trail & Reservoir Park. Complete the 11-kilometer-long nature trail and don’t miss the Treetop Walk, a 250-meter high suspension bridge that connects two of the park’s highest points.
History buffs can make a beeline for Fort Canning Park. Conveniently located in the heart of town, this site is home to numerous historical landmarks, such as Fort Gate, a remnant of a fortress that was built in the 19th century.
Singapore in 1965
When Singapore became independent in 1965, it was a city filled with slums, choked with congestion and a lack of jobs with limited land and no natural resources.
Singapore’s version of public housing is unique.
In 50 years, it has built a clean, modern metropolis with a diversified economy and reliable infrastructure and has transformed from a nation of squatters to a nation of homeowners with a 90% home-ownership rate, currently the highest in the world.
For vulnerable families who cannot afford a flat of their own, HDB helps them through its public rental program.
All these measures combine to make Singapore a smarter city.
“What we have done is to research and try to distill the principles for Singapore’s success in sustainable urban development – we call it a liveability framework,” says Khoo Teng Chye, executive director at the Centre for Liveable Cities based in Singapore.
Back to Eden
The planet simply can’t sustain current levels of resource use and environmental degradation. It has not a choice; cities have to change.
Cities cover just 2% of the Earth’s surface yet consume about 75% of the world’s resources. By 2050, it is expected that 70% of the world population will live in urban areas. According to a 2014 study by the United Nations, rural living is in decline on a global scale. Whereas just 30% of the world’s population were urban dwellers in 1950, more than half (54%) are now housed in cities, therefore, it’s clear they are key to tackling climate change and reducing resource use.
However, quality of life, environmental sustainability, and competitive economics. These are the components that make cities liveable and there is very strong evidence to show that maintaining a connection to nature is good for our health;
“People are happiest when they’re most connected to nature,” says Chris Trott, Head of Sustainability at Foster and Partners, who believes setting schemes and legislation in this way can create awareness in the mind of both developers and the public.”
Fredi Devas, producer of the Cities episode of Planet Earth II says.
“Many studies show that hospital beds with a window onto greenery result in their patients recovering faster. Schools have better attendance and companies have better staff retention, if they have vegetation close at hand.”
Visitors to Singapore are often surprised by how green the island is considering how large a population it crams onto its small landmass. According to the latest Siemens’ Green City Index for Asia, Singapore is the best-performing city in the region when measured against a range of sustainability criteria.
Singapore stands as a model of sustainability and water management in the region and beyond and is the Eden garden city of the future.
The Nigerian construction industry is mostly concerned with the development and provision of projects such as roads, bridges, railways, residential and commercial real estates, and the maintenance necessary for the socio-economic developments contributes immensely to the Nigerian economic growth (Bureau of Statistics, 2015). Butcher and demmers (2003) described projects as an idea which begins and ends by filling a need. However, a project fails when its idea ends without meeting the needs and expectations of its stakeholders.
Nigeria Has Become the World’s Junk – Yard of Abandoned and Failed Projects worth Billions of Naira!
Hanachor (2013), revealed that projects form part of the basis for assessing a country’s development. However, a damming report from the Abandoned Projects Audit Commission which was set up by the Ex-President Goodluck Jonathan in 2011 revealed that 11,886 federal government projects were abandoned in the past 40 years across Nigerian (Abimbola, 2012). This confirmed the assertion by Osemenan (1987) “that Nigeria has become the world’s junk –yard of abandoned and failed projects worth billions of naira”.
Abandoned projects including building and other civil engineering infrastructure development projects now litter the whole of Nigeria.
Physical projects do not only provide the means of making life more meaningful for members of the community where the projects are located, successful projects also result in empowerment and collective action towards self improvement (Hanachor, 2013).
This Issue of Abandonment Has Been Left Without Adequate Attention for Too Long, and Is Now Having a Multiplier Effect on the Construction Industry in Particular and the Nigeria’s National Economy as a Whole. (Kotngora, 1993)
PROJECT FAILURE
Project Failure might mean a different thing to different stakeholders. A project that seemed successful to one stakeholder may be a total failure to another (Toor and Ogunlana, 2008). Some stakeholders, more especially the project users and some private owners, think of failed projects as a situation where a completed building project collapsed, a situation where by a completed dam project stopped working after few days of completion, or a completed road project that broke down after few months of completion. Other experienced stakeholders, such as engineers and architects conform to the iron triangle by Atkinson (1999) which states that the most strategically important measures of project failure are “time overrun”, “cost overrun”, and “poor quality”.
Turner (1993) noted that a project fails when the project specifications are not delivered within budget and on time;the project fails to achieve its stated business purpose; the project did not meet the pre-stated objectives; the project fails to satisfy the needs of the project team and supporters; and the project fails to satisfy the need of the users and other stakeholders. Lim and Mohamed (1999) cited in Toor and Ogunlana (2009) clarified that there are two possible view points to project failure namely; the macro-level and the micro-level. They further explained that the macro view point reviews if the original objectives and concepts of the project was met. Usually the end users and the project beneficiaries are the ones looking at the project failure from the macro view point, where as the project design team, the consultants, contractors, and suppliers review projects from a micro view point focusing on time of delivery, budget, and poor quality.
In the early 1990s, the failure as well as the success of any project was determined by the project duration, monetary cost, and the performance of the project (Idrus, Sodangi, and Husin, 2011). Belout and Gauvrean (2004), also confirmed that the project management triangle based on schedule, cost, and technical performance is the most useful in determining the failure of a project. Moreover, a project is considered as an achievement of specific objectives, which involves series of activities and tasks which consume resources, are completed within specifications, and have a definite start and end time (Muns and Bjeirmi 1996, cited in Toor and Ogunlana, 2009). Reiss (1993) in his suggestion stated that a project is a human activity that achieves a clear objective against a time scale. Wright (1997) taking the view of clients, suggested that time and budget are the only two important parameters of a project which determines if a project is successful or failed. Nevertheless, many other writers such as Turner, Morris and Hough, wateridge, dewit, McCoy, Pinto and Slevin, saarinen and Ballantine all cited in Atkinson (1999), agreed that cost, time, and quality are all success as well as failure criteria of a project, and are not to be usedexclusively.
FACTORS OF PROJECT FAILURE
Cookie-Davies (2002) stated the difference between the success criteria and the failure factors. Hestated that failure factors are those which contributed towards the failure of a project while success criteria are the measures by which the failure of a project will be judged. The factors constituting the failure criteria are commonly referred to as the key performance indicators (KPIs).
Timeand Cost Overrun
The time factor of project failure cannot be discussed without mentioning cost. This is because the time spent on construction projects has a cost attached to it. Al-Khali and Al-Ghafly, (1999); Aibinu and Jagboro, (2002) confirmed that time overrun in construction projects do not only result in cost overrun and poor quality but also result in greater disputes, abandonment and protracted litigation by the project parties. Therefore, focus on reducing the Time overrun helps to reduce resource spent on heavy litigation processes in the construction industry (Phua and Rowlinson, 2003). Most times, the time overrun of a project does not allow resultant system and benefits of the project to be taking into consideration (Atkinson, 1999). Once a project exceeds the contract time, it does not matter anymore if the project was finally abandoned or completed at the same cost and quality specified on the original contract document, the project has failed. Furthermore, Assaf and Al-Hejji, (2006) noted that time overrun means loss of owner’s revenue due to unavailability of the commercial facilities on time, and contractors may also suffers from higher over heads, material and labour costs.
Poor quality/Technical Performance
The word “Performance” has a different meaning which depends on the context it is being used and it can also be referred to as quality. Performance can be generally defined as effectiveness (doing the right thing), and efficiency (doing it right) (Idrus and Sodangi, 2010). Based on this definition of performance, at the project level, it simply means that a completed project meets fulfilled the stakeholder requirements in the business case.
CAUSES OF PROJECT FAILURE
A lot of research studies have investigated the reasons for project failures, and why projects continue to be described as failing despite improved management. Odeh and Baltaineh, 2002; Arain andLaw, 2003; Abdul-Rahman et al., 2006; Sambasivan and Soon, 2007; all cited in Toor and Ogunlana, 2008, pointed out the major causes of project failures as Inadequate procurement method; poor funding and availability of resources; descripancies between design and construction; lack of project management practices; and communication lapses
The contract/procurement method
A result obtained from two construction projects which were done by the same contractor but using different procurement methods showed that rework, on the design part which occurs when the activities and materials order are different from those specified on the original contract document, makes it difficult for the project to finish on the expected time (Idrus, Sodangi, and Husin, 2011). This is as a result of non-collaboration and integration between the design team, contractor, and tier suppliers. The rework on the design portion has a huge impact on project failure leading to the time overrun. The traditional method of procurement has inadequate flexibility required to facilitate late changes to the project design once the design phase of the construction project has been concluded.
Nigerian most widely used procurement method is the traditional method of procurement (design-bid-construct) which has been confirmed to be less effective to successfully delivery of a construction project (Dim and Ezeabasili, 2015). And, the world bank country procurement assessment report (2000) cited in Anigbogu and Shwarka, (2011) reported that about 50% of projects in Nigeria are dead even before they commence because they were designed to fail.
The way the construction projects are contracted, in addition to the way the contracts are delivered, contributes to the causes of projects failure. Particularly, among the methods of project contracting is lump-sum or a fixed-price contracting method, in which the contractor agrees to deliver a construction project at a fixed price. The fixed-price contract can be low-bid or not however, once the contract cost has been agreed upon the contract award, it cannot be changed. And, contractors are expected to honor and deliver the contract agreement, failure to do so can result in a breach of contract which can result in the contractor being prosecuted.
Awarding a contract to an unqualified personnel also contributes to project failures. When a contractor places more emphasis on money and the mobilization fee after a construction project has been initiated instead of getting the right workforce and skilled professionals that will execute the project. Instead the workforce chosen will often not be base on competence and required skills rather it will be based on availability. Moreover, poor strategy and planning by contractors who have overloaded with work also contributed to one of the causes of project failure.
Poor funding/Budget Planning
A lot of public projects in the Nigerian construction industry failed as a result inadequate funding, and the difference between the national annual budget and the budget actual released. Most of the Nigerian public projects are signed even before the actual release of the national budget. The difference in budget of the contracted project and the actual budget release can get the contracted company stuck as a result of inflation of prices, scarcity of construction material at the time of the budget release and mobilization to site. Also un-planned scope of work which can be as a result of the contractor working on another contract when he is called back to mobilization to start work. Moreover, poor budget planning is a regular mistake made by some contractors by not undertaking feasibility assessments before starting the design. The construction project should be planned according to the available resources and not according to the unrealistic expectations a client has in mind.
Discrepancies Between the Design and Construction
Limited collaboration between the contractors, engineers, and the architect results in discrepancies between the project designs and construction on site, and further leads to rework. Changes on a project designs, and changing to the scope of work in the middle of construction processes on site can be dangerous, and can lead to time overrun, increase in cost, and most of all can lead to abandonment. Moreover, many cases have been seen where the designs from the architects are not buildable on site, whileIn some cases, most contractors are unable to adequately specify the scope of work for the construction processes on site. Therefore any default on the design by the architect can be an opportunity for the contractor to make more money which might cause the project duration to exceed the time specified on the contract document.
RESEARCH METHODOLOGY
This research starts with a general reasoning or theory which says that the major cases of project failure in the Nigerian construction industry are defined based on time overrun and cost overrun. The findings from the data analysis will help on the decision to accept the theory or not. The research data was collected from the progress report for the month ending of October, 2015 published by the Nigeria of Federal Ministry of works on thirty-nine on-going highway construction projects at the South-South geopolitical zone. The table 1 below shows the information on the data collected which comprises of the project title, contract Number, project description, the contractor that was awarded the projects, the date of project commencement, date of completion and the extended date if any. The scheduled time for each project was specified as follows: project commencement date labeled as “a”,project completion date labeled as “b”, and the extended date labeled as “c”.
Table 1: The analyzed data on the highway project at the South-South zone in Nigeria.
DATA ANALYSIS
The data analysis was done with the use of Microsoft excel. The analysis started by obtaining the number of days between the date of commencement of each project and the date of completion to show the duration of each highway project. And, the number of days between the project completion date and the extension date showed the time-overrun. The project duration and the extended days were obtained with the use of NETWORKDAYS function in Microsoft Excel which calculates the number of working days between two dates excluding weekends and any dates identified as holidays.
The standard deviation between the specified project duration for each highway projects and the extended days was calculated to obtain the extent to which each highway project contract failed on its time of delivery. This was denoted as the degree of failure. The table 1 above showed the projects ranking which was done based on the degree of failure of all the highway projects. The highway projects that were ranked from one to sixteen have low degree of failure and are represented with green color, while the rest are those with high degree of failure and are represented with red color.
FINDINGS
The findings made showed that the successfully completed highway projects have no extended days or time overrun, and the successful on-going highway projects are still on schedule and have no extended days unlike the on-going highway projects that have already failed as a result of the extended dates. Other projects have been abandoned because they have exceeded the delivery date as specified on the contract document, and have no extended date of completion. Thus, no work is going on.
Figure 1: Abundance of failed highway projects at south-south zone, Nigeria.
Figure 2: On-going failed highway projects
Figure 2 above showed that 14% of highway projects are still on-going projects because they have not exceeded the original date of completion as specified on the contract document. However, they are heading towards failure because they have been given an extended date of completion which can be as a result of some critical activities running behind schedule, causing delay on the critical path network of the projects. Moreover, the other 86% completely failed because they have exceeded their completion date specified on the contract document.
Figure 3: Successful on-going highway projects
The figure 3 above showed that 63% of the successful highway projects are still on-going because they have not exceed their completion dates, and they are not yet completed. However, those on-going highway projects might end up as failed projects as a result of poor funding, discrepancy between the design and the construction on site, and conflict between the construction parties or stakeholders.
“Say what you will do, and do what you said” or “Say as you will do it, and do it as you said”
CONCLUSION AND RECOMMENDATION
The idea of knowing what a failed project is, the factors and the causes is very important in project management. Success in project management can neither be achieved nor measured without the knowledge of project failure, its factors, and causes in the Nigerian construction industries. This work has shown that project failure is as a result of exceeded time of delivery, cost overrun, and poor quality. However, the analysis was only done based on exceeded time of project delivery because of the nature of the data collected.
This work suggested a few approaches to help reduce the number of failed projects in the Nigerian construction industry if properly implemented. Firstly, Having good collaboration between the project stakeholders involved in a construction project at the early stage of project conception is most important in order to accomplish the project objectives, and deliver the project on time, within budget, and quality specified on the original contract document (Othman, 2006).
Secondly, Adopting the ISO 9000 technique which is used for quality management will also help in achieving a successful project delivery. This technique states “ say what you will do, and do what you said” or “say as you will do it, and do it as you said”. This technique is not an indication of high quality but it promotes control and consistency which leads to specialization, and improved productivity and quality. Also, adopting the principles of lean construction will help to reduce waste within the construction and stream-line activities in order to improve the on-time delivery of projects.
Thirdly, Learning from the precedent failed projects, how those projects failed, and the reason for their failures. This will help the project manager to plan and mitigate the risks of project failures in the future. And, finally, more seminars and workshops will help to educate and enlighten clients (the federal government representatives), users, contractors, engineers, and architects on what is project failure, the factors that contributes to abundant failed projects, and their causes.
REFERENCE
Abimbola, A. (Novermber 24, 2012). About 12,000 Federal Projects Abandoned across Nigeria. Premium times (November 16, 2015). Retrieved from www. Premium timesng.com/news/108450-about-12000-federal-projects-abandoned-across-nigeria.html.
Al-Khali, M.I and Al-Ghafly, M.A. (1999). Important Causes of Delays in Public Utility Projects in Saudi Arabia. Construction management and Economics, 17, 647-655
Aibinu, A.A and Jagboro, G.O. (2002). The Effects of Construction Delays on Project Delivery in Nigeria Construction Industry. International journal of Project management, 20(8), 593- 599.
Anigbogu, N. and Shwarka, M. (2011). Evaluation of Impact of the Public Procurement Reform Program on Combating Corruption Practices in Public Building Project Delivery in Nigeria. EnvirontechJournal, 1(2). 43-51.
Assaf, S. and Al-Hajji, S. (2006). Causes of Delays in large Construction Projects. International Journal of Project Management, 24, 349-357.
Atkinson , R. (1999). Project management: Cost, time, and quality, two best guesses and a Phenomenon, it’s time to accept other success criteria. International Journal of project Management, 17(6), 337-342.
Belout, A and Gauvrean, C. (2004). Factors Influencing the Project Success: The impact of human resource management. International Journal of project Management, 22, Pp. 1-11.
Butcher, N. and Demmers, L. (2003). Cost Estiumating Simplified. Retrieved from www.librisdesign.org.
Cookie-Davies, T. (2002). The Real Success Factors on Projects. International Journal of Project management, 20(3), 185-190.
Dim, N.U. and Ezeabasili, A.C.C (2015). Strategic Supply Chain Framework as an Effective Approach to Procurement of Public Construction Projects in Nigeria. International Journal of Management and Susutainability, 4(7), 163-172.
Hanachor, M. E. (2012). Community Development Projects Abandonment in Nigeria: Causes and Effects. Journal of Education and Practice, 3(6), 33-36.
Idrus, A., Sodangi, M., and Husin, M., H. (2011). Prioritizing project performance criteria within client perspective. Research Journal of Applied Science, Engineering and Technology, 3(10), 1142-1151.
Idrus, A. and Sodangi, M. (2010). Framework for evaluating quality performance of contractors in Nigeria. International Journal of Civil Environment and Engineering. 10(1), 34-39.
National Bureau of Statistics (January, 2015). Nigerian Construction Sector Summary Report: 2010-2012.
Kotangora, O. O. (1993). Project abandonment, Nigerian Tribune.
Osemenan, I. (1987). Project Abandonment. New Watch Magazine, Vol. 1, pp. 15.
Phua, F.T.T and Rowlinson, S. (2003). Cultural Differences as an Explanatory Variable for Adversarial Attitude in the Construction Industry: The case of HongKong. Construction Management and Economics, 21, 777-785.
Reiss, B. (1993). Project Management Demystified. London: E and FN Spon Publishers.
Toor, S. R. and Ogunlana, S. O. (2008).Problems causing Delay in Major Construction Projects in Thailand. Construction management and Economics, 26, 395-408.
Toor, S. R. and Ogunlana, S. O. (2008). Critical COMs of Success in Large-Scale Construction Projects: Evidence from Thailand constructuction industry. International Journal of Project management, 26(4), 420-430.
Toor, S. R. and Ogunlana, S. O. (2009).Beyound the “Iron Triangle”: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project management, doi: 10.1016/j.ijproman.2009.05.005.
Toor, R. and Ogunlana, S. (2009). Construction Innovation: Information, process, management. 9(2), PP. 149-167.
Turner, J. R. (1993). The Handbook of project-Based Management: Improving the process for achieving strategic objective. London, McGraw-Hill.
Wright, J., N. (1997). Time and Budget: The twin imperatives of a project Sponsor. International Journal of Project Management, 15(3), 181-186.
Professor Pavel Matousek, a Science and Technology Facilities Council (STFC) Senior Fellow and Chief Scientific Officer of Cobalt Light Systems Ltd, has pioneered revolutionary techniques for analysing the chemical composition of materials and co-founded a highly successful spin-out company. He has helped develop and commercialize award-winning laser technologies that detect liquid explosives at airports, rapidly check the quality of pharmaceutical products, and that may one day non-invasively diagnose breast cancer. Pavel states:
“I Am Very Excited about What I Do and Driven to Answer Questions in Front of Me, Unravel Complex Problems and Deliver Something Useful to Society.”
STFC science writer James Doherty meets the Laser Man.
Pavel, what first got you interested in physics?
I became fascinated by the stars and Universe while growing up in the Czech Republic. I joined an astronomy society at secondary school and it became clear I wanted to study physics. I got very interested in laser physics during my MSc at the Czech Technical University in Prague. It is a very dynamic field.
When did you arrive at Rutherford Appleton Laboratory (RAL)?
I joined as a research associate in 1991, and went on to complete my PhD in ultra-fast Raman Spectroscopy at RAL, awarded by the Czech Technical University. I’ve been here almost 25 years to the day.
So what is Raman Spectroscopy?
It is a technique that involves shining a laser beam at the surface of a material, and then observing the colour of light scattered from the point of illumination. This typically provides information about the chemical composition of the material’s surface. C.V. Raman observed the effect in 1928 and subsequently won a Nobel Prize.
You pioneered a technique called Spatially Offset Raman Spectroscopy (SORS): What is it and how does it differ from normal Raman Spectroscopy?
“We couldn’t have developed the SORS technique without the instrumentation and long term research continuity available at the Central Laser Facility at RAL”
SORS is a technique that we stumbled across in the Ultrafast Spectroscopy Laboratory (ULTRA) by chance. We had assumed that photons could only be detected at the illumination point but we were wrong. Some photons migrate sideways through the material then emerge adjacent to the illumination point. As these photons have interacted with molecules deeper inside the medium, they provide information about internal chemical make-up: SORS probes deeper into the material. And the further you move from the illumination point, the deeper you see into the medium. The process
involves large photon migration distances, often extending to several centimetres or more. This came as a big surprise.
“SORS involves probing at one location and detecting at another. Our minds, and those of others, were constrained by our perception of how the Raman Spectroscopy process worked but once we made this serendipitous discovery, we quickly realised it had potential major applications.”
What kind of applications?
“The Range of Potential Applications for Sors Is Staggering.”
Insight100 (Cobalt Lights Systems
Ltd) scanner for noninvasive analysis
of bottles at airports.
Using micro-SORS for non-destructive analysis of painted layers in Art
We immediately realised SORS could determine the chemical make-up of substances by non-destructive means. This could have applications in bio-medicine, chemistry, security, forensics, heritage, and beyond. But we first focused on pharmaceuticals, and developed novel ways for analysing the chemical make-up of manufactured drugs.
We swiftly filed 8 patents, which became the basis of our company Cobalt Light Systems.
Cobalt Light Systems is perhaps best known for its airport security scanners. Can you describe how these work and their impact to passenger travel?
Security scanners represent the second generation of technology developed by Cobalt. To date there are around 400 operational units in 70 airports across Europe and Asia. They are used to scan traveller essentials, such as medicines or baby milk, and compare their chemical make-up to a database of potentially explosive substances. Suspicious substances are automatically identified and flagged. For example, the technology avoids passengers having to drink liquids (e.g. baby milk) in front security officer to prove they are not dangerous, which is clearly safer and more hygienic. It has also contributed to new legislation, and is expected to lead to a relaxation of the complete ban of taking liquids on board a plane in the future.
The scanners are currently the size of a microwave oven but right now we are launching a SORS handheld device. This should have further applications for first responder teams called to spillages of unknown substances and fire fighters attending chemical fires.
First off, we used instrumentation at STFC’s Central Laser Facility to demonstrate the basic capability to detect the SORS subsurface signal. Once we made the discovery in 2004, we worked closely with STFC’s Technology Transfer Office SIL (formerly CLIK) and Business and Innovations (BID) to develop, optimise and protect our ideas. There was a complex path to navigate from discovery, to optimising SORS, building a prototype, and ultimately to securing investment in 2008. BID/SIL coordinated the company at all levels and provided the support necessary to achieve this goal.
“My story illustrates the national and international importance of STFC. If its determination to deliver impact on science was absent, the chain from a fundamental discovery to Cobalt Light Systems’ product would have been broken. STFC responded appropriately at every stage. And this is just one example of how STFC contributes to the UK’s know-how economy.”
What are you working on currently?
I’m focused on developing novel non-invasive medical screening techniques, including diagnosing bone disease such as osteoporosis (jointly with STFC’s Prof Tony Parker and University College London’s Prof Allen Goodship), and I’m working with Professor Nicolas Stone of Exeter University on non-invasive breast cancer screening.
In addition, I’m collaborating with Consiglio Nazionale delle Ricerche in Italy to apply the SORS technology to objects of art on microscales. For example, we can scan different layers of paint to determine compositional information essential in restoration and preservation of artefacts.
How will the medical applications benefit patients?
Patient benefit could be enormous. Current diagnosis techniques for osteoporosis are around 60-70% accurate as they sense only mineral content. SORS on the other hand has a high specificity for mineral and collagen content – both of which determine bone strength – and so holds considerable promise for providing improved diagnostic accuracy. SORS could also be used to classify breast or prostate tumours as malignant or benign without needle biopsy. This would reduce patient stress and save medical provider costs.
However, medical problems are challenging as the human body is complex and variable. These applications are probably still 7-10 years away.
Why do you do this research?
This is where my passion and interest lies – I’m very excited about what I do.
“As You Push the Boundaries of Technology and Make New Discoveries, the End Goal Always Changes. This Is the Nice Thing about Science.”
In 2008 We Were Gripped by a Housing Panic. Now We’re Gripped by a Frenzy of Even Bigger Proportions
Firefighters, teachers, police officers and NHS staff in general. These are some of the professions which make up the loosely defined label Key Worker – first-time buyers with low paid public sector jobs. Such is the importance of retaining these staff in London’s jobs market, they are a growing target for new accommodation and financial packages to help them stay here. More than 300,000 key workers in London cannot afford to buy their own home: a first-time buyer in London pays about double the national average. Over 40% of working households cannot afford to purchase the lowest priced housing in their borough.
We Call Them City Makers And Our Homes Are Designed For Them
Pocket is a private developer that helps singles and couples on low to moderate incomes own a home of their own. Where appropriate, Pocket uses high-quality modular construction techniques to minimise construction times, construction wastage and site disruption.
The Exciting Thing about Pocket Homes Is That They’re at Least. 20% Cheaper than the Surrounding Market Rate
Pocket’s development in Kentish Town is based upon this approach. The site is a small urban block with frontages on both Weddington Road and Allcroft Road. The site was in part vacant and blighted and in part occupied by a taxi repair workshop and barrow stores for the nearby market. The proposal was for a mixed-use development comprising 22 units of affordable residential accommodation and 218sqm of commercial accommodation, which maintains the existing employment use on the site.
A Pocket flat in Weedington Road, Camden
Pocket Living development Willingham Terrace, Camden
Pocket Living development Willingham Terrace, Camden
The scheme also incorporates an improved storage facility for barrows used by local market workers. Burrell Foley Fischer’s urban design response to a small, irregularly shaped site bordering a conservation area, has not been restricted through basing the design on modular construction techniques. The system offers the flexibility to make an appropriate contextual response.
Completion was achieved on programme in November 2008.
PHOTOGRAPH BY LUCA LOCATELLI, INSTITUTE
Throughout the city, there are many green buildings such as the CapitaGreen office tower, the Park Royal on Pickering hotel and the Tree House condo near Bukit Timah Nature Reserve.
The futuristic ‘Gardens by the Bay’ in central Singapore, is a revolutionary botanical garden spanning over 100 hectares of reclaimed land. It’s a beautiful asset to the city but may also offer a path to the health and happiness of its citizens.
Transport is another sector that has seen investment recently. On an island of 4.8 million people with limited space. After a series of smart card innovations, people have been able to use e-Symphony, an IBM-designed payment card that can be used to pay for road tolls, bus travel, taxis, the metro, and even shopping.