We’re living through a time of international crisis. Our systems are falling apart, we’re being separated from friends and loved ones, frightened and unsure as to how life may be about to unfold. “Reality” seems to stagger from one disturbing scenario to another. Information and advice keep changing – nothing holds fast, but the idea that everything is going dreadfully wrong. But if there is a silver lining in this crisis, it could be that the virus is forcing us to use the internet as it was always meant to be used – to connect with one another, share information and come up with collective solutions to vital problems.
Launched in March 2020, Societal’s (https://societal.co/) sole purpose is to connect people and allow people to share their thoughts with a big audience.
Societal website administrator Dean Jones a former Central St Martins College of Art & Design postgraduate said, ‘One of the most disastrous months in the history of global medicine and global economics has ended with country after country retreating into their national silos. They are fighting their own individual battles against coronavirus and in their own way, but we must work together. Like it or not the Coronavirus Crisis is showing us how to live online and hopefully Societal can help people with that.’
The new Social Network follows a UK government announcement that everyone should only go outside for food, health reasons or work (where this absolutely cannot be done from home).
Jones hopes his digital platform will help create connections, not conflict in this time of uncertainty.
Jones said further ‘As we isolate ourselves at home to protect our health and our neighbours, we still need each other. Societal means that even in this time when we are physically apart, we can still connect with our friends.”
The Core Principles of Societal are-
Respect.
Justice/Fairness.
Honesty.
Service/Giving Back/Contribution.
Responsibility.
Family.
Community.
Societal is trying to shift the paradigm. In a web full of pseudo thought-leaders, Societal promises to be place that people from all walks of life can rely on and cater to those looking for fresh, new, authentic voices and believe wholeheartedly in community. Societal offers free accounts and doesn’t serve ads.
Living in an over-sexualized culture, we hear messages about sex, wrong messages. These messages become more a part of us than God’s truth because we hear them repetitively and churches are scared to address sexuality.
For too long, I believed the world’s message about sex. That it’s a superficial, feel-good avenue to self-satisfaction. Wrong, partly. God did design sex to feel good!
But, there is more than that. He designed it for profound spiritual, physical, and emotional connection. It is just a shadow of things to come.
God’s design of sex is too amazing to keep silent about.
Here are five truths about God’s design of sex in marriage.
God designed sex to be bonding.
Not only spiritually bonding, but emotionally and physically. When the two become one flesh, biochemicals are released in our bodies like oxytocin and dopamine. Oxytocin, especially, is a bonding chemical. When I embraced this truth and started engaging in the marriage bed more, the tone of our marriage completely changed.
“This is why a man leaves his father and mother and bonds with his wife, and they become one flesh,” Genesis 2:24 (NIV).
God designed sex for both husband and wife to experience pleasure.
It’s an equal opportunity activity. Why else would there be a clitoris? It’s only function is for pleasure. The Song of Solomon is full of beautiful poetic language about the pleasures of physical love for both spouses.
If one spouse struggles with the ultimate moment, there are Christian resources available to help the couple understand how to achieve mutual enjoyment.
“The mandrakes send out their fragrance, and at our door is every delicacy, both new and old, that I have stored up for you, my beloved,” Song of Solomon 7:13 (NIV).
God designed sex so that we would know yearning.
Before you were married, you yearned for your fianc. Not only did you crave your fiance’s touch, you craved his/her presence and knowing him/her better. Even after years of marriage, it is good to remember this yearning. It mirrors how God desires us to yearn for him. I believe this is one reason he frequently uses the marriage as a symbol of his relationship with us throughout the Bible.
“Or do you think Scripture says without reason that he jealously longs for the spirit he has caused to dwell in us?” James 4:5 (NIV).
God designed the marriage bed to be a place to show the fruit of the Spirit.
Peace, patience, love, joy, gentleness, kindness, faithfulness, goodness, and self-control are the foundation of all Christian life, especially the marriage bed. All conflict surrounding the marriage bed can be managed through employing these key traits.
My own marriage endured a long season of mismatched sex drives. It was through these qualities and some wise communication tools that we overcame our conflict.
God designed sex as a powerful mystery.
Biblical stories of sex often confused me when I was young. There was some nasty stuff in the old testament, the rape of Dinah, Lot and his daughters, the men of Gibeah clammering for the male visitor, Leviticus 20. And yet, there is the beautiful Song of Solomon. The New Testament seemed to prefer celibacy, to be honest. As a teenager, I couldn’t understand why I liked thinking about sex if it was disgraceful and violent.
But, as an adult, I realized the stories were teaching me that sexual intimacy is powerful and mysterious. It’s OK not to have it all figured out, as long as you respect the power it holds to do good when it is aligned with God’s perfect design.
“For my thoughts are not your thoughts, neither are your ways my ways, declares the Lord. As the heavens are higher than the earth, so are my ways higher than your ways and my thoughts than your thoughts,” Isaiah 55:8-9.
Final Thoughts
Don’t let the world’s message of cheap sex destroy the meaningful sex in your marriage. Sex may only be a small portion of the whole of your marriage. However, sex matters. It especially matters if one spouse is more interested than the other. When we ignore its power and importance in marriage, the relationship suffers.
Now, granted chronic health issues can affect sexual function and that’s a more complicated story.
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.
As the holiday season approaches, most of us will preoccupy ourselves with shopping lists, vacations, and other festive preparations.
All these activities might be exciting, however; it is important to not forget issues facing the world.
“AIDS is a horrible disease, and the people who catch it deserve compassion.” – Sam Kinison
Created as a way to raise public awareness, World AIDS Day brings fresh public attention to fighting the virus that infects 6,300 people daily, according to the UN HIV/AIDS 2013 Factsheet. Globally, about 34 million people are HIV-positive.
Demographically, 43 percent are black, 44 percent are Hispanic and 11 percent are white.
In 2014, 1,916 people died of HIV in Florida; 352 of them were Miami-Dade residents.
WHY IS WORLD AIDS DAY IMPORTANT?
“Rumors of sneezing, kissing, tears, sweat, and saliva spreading AIDS casued people to panic.” – Ryan White
AIDS itself is subject to incredible stigma. Therefore, the AIDS day specifically targets HIV-related stigma and discrimination that prevents people who are known to have HIV from securing a job or caring for their families.
Discrimination can cause isolation and marginalizes people who have HIV and AIDS and can prevent people from being offered or seeking treatment that could save their lives.
“The AIDS virus is not more powerful than God,” – Marianne Williamson
One theme this year is ‘Right to health’ and ‘Getting to Zero’, which would mean zero new HIV infections
“Three million people died of HIV/AIDS in 2003, making this the most lethal year so far in the history of the epidemic.”
The virus destroys and impairs the function of immune cells, thus gradually making infected individuals become immunodeficient.
WHAT LEADS TO A GREATER RISK OF HIV?
Accidental needle stick injuries
Sharing contaminated needles, syringes and other injecting equipment
Receiving unsafe injections, blood transfusions, tissue transplantation, medical procedures that involve unsterile cutting or piercing
Unprotected anal or vaginal sex.
BUT WHAT ABOUT AFTER WORLD AIDS DAY?
“Give a child love, laughter and peace, not AIDS.” – Nelson Mandela
We encourage everyone reading this letter to listen to voices outside the city limits — to research and learn about how HIV affects us globally.
After your searching, we will guarantee you two things: you will be shocked by the death toll, and most importantly, you will know it is within our reach to drastically make a difference.
“AIDS today does not mean a death sentence. Its can be treated as a chronic illness, or a chronic disease.” – Yusuf Hamied
AROUND THE WORLD ON WORLD AIDS DAY?
Apple store logos around the world are turning red. The transition from gray to a more crimson hue started Thursday in Australia and continues around the world through tomorrow.
President Donald J. Trump Proclaims December 1, 2017, as World AIDS Day
OraSure Technologies, Inc. a leader in point of care diagnostic
Naomi Campbell and Marc Jacobs Design T-shirt for World AIDS Day
RESTANCE Joins World AIDS Day Support With Former President
Community AIDS Network (CAN) Celebrates World AIDS Day
World AIDS Day: Coalition targets 5000 Lagosians for free HIV testing
UTEP students hold World Aids Day event
Sampson County AIDS Task Force observing World AIDS Day
4343 youths undergo HIV/AIDS test in Kaduna
Mariah Carey Supports World AIDS Day
Planned Parenthood offers free testing for World AIDS Day
WHAT SHOULD I DO ON WORLD AIDS DAY?
“I enyoy being a messenger for God in terms of letting people know about HIV and AIDS.” – Magic Johnson
World AIDS Day is an opportunity to show solidarity with the millions of people living with HIV worldwide. It’s not only is it a day to spread public awareness, but it is a day to remember those who have it and are battling the vicious virus.
The challenges surrounding HIV and AIDS are getting more complex and mature, and we just can’t stick our heads in the sand and say, it can’t happen to me.
Inside a railway arch in Brixton, a piece of history was brought back to life. First built in 1928 by Captain Richards & A.H. Reffell, Eric is one of the UK’s first robots. Eric’s design was relatively simple. He was automated, but the interesting thing about Eric is how much extra stuff people read into him. Ingenious electrical instruments enabled Eric to hear questions and answer in a human voice.
On September 28 1928 Eric stood up at the Royal Horticultural Hall, bowed, looked right and left and moved his hands as he proceeded to give an opening address as sparks flashed from his teeth.
The New York Press described Eric as the “perfect man,“ built less than a decade after the word robot was used for the first time, Eric toured the world with his makers but then vanished, seemingly forever.
Nobody knows if the robot was thrown out, or lost, but it’s apparent that Eric once lauded for his technical prowess became an early victim of technological obsolescence. He may have no longer been needed or wanted even though he may have still been in working order.
In May 2016, over 800 Kickstarters investors campaigned to bring Eric back to life. Roboticist and artist Giles Walker created a replica of Eric using just a handful of archived news cuttings, pictures, and video. The robot is built with the same finesse as modern robots but purposefully lacks their capabilities. Eric is controlled by a pre-programmed sequence, using software similar to that used for controlling lights in theatres.
By resurrecting Eric, Russell and Walker want to make people reevaluate the place of robots within our history and society at large.
Commissioned by the Science Museum and funded through a successful £51,000 Kickstarter campaign, Eric is on display at the South Kensington museum ahead of a Robots exhibition in 2017 and will thereafter tour the world just like he did more than 90 years ago.
The new exhibition will feature more than 100 robots, from a 16th-century mechanical monk to robots from science fiction and modern-day research labs.
In whose image are robots made?
According to Russell, Curator, London Science Museum the answer seems to be “ourselves.”
Robots are almost like mirrors, they reflect back on ourselves, tell us who we are Ben Russell, Curator, London Science Museum
As research into artificial intelligence continues, we will continue on the path of making artificial intelligence (AI) in our image. But can Christian thought provide an alternative approach to how robots are made?
The original Eric is a product of a time when an intelligent robot was still a far-off possibility. At the time, filmmakers and audiences treated these robots instrumentally; there was little sympathy for the robot dead.
Times, however, have changed. Christopher Orr, writing in The Atlantic, notes that there is a major philosophical shift in the newest version of Westworld: A shift from concern for the creators, made of flesh and blood, to concern for the created, made of steel and silicon.
A Japanese architecture firm Nikken Sekkei and Barcelona studio Pascual i Ausió Arquitectes have been selected to renovate the Camp Noustadium, home of FC Barcelona following a joint bid.
Europe’s Biggest Stadium Will Be Even Bigger Within Five Years at Reported Cost of Nearly ┚¬420 Million ($460 Million)
Camp Nou, often referred to as the “Nou Camp” in English is a football stadium in Barcelona, Catalonia, Spain. It has been the home of FC Barcelona since its completion in 1957. With a current seating capacity of 99,354 and is the largest stadium in Spain by capacity. It’s also the largest stadium in Europe and the second largest association football stadium in the world in terms of capacity. In additional it has hosted numerous international matches at a senior level, including a 1982 FIFA World Cup semi-final match, two UEFA Champions League finals and the football competition at the 1992 Summer Olympics.
Barca is expected to sell the stadium’s naming rights to help fund the new construction.
Nikken Sekkei, one the world’s third largest architecture firm according to the World Architecture 2016, is known for its construction of stadiums and skyscrapers and were chosen out of a list of 26 candidates. Nikken is over 100 years old and has offices in China, Vietnam, Korea, Saudi Arabia and Dubai, in addition to its headquarters in Japan.
Construction is to start in the 2017-18 season and be completed for the 2021-2022 season, but will not keep the club from hosting games.
The iconic home of the Spanish and European champions will involve increasing seating capacity from 99,354 to 105,000. The reigning European and Spanish champions promise that every seat will offer an unobstructed view of the pitch and new high-definition video scoreboards. Barca is on course to repeat its treble of last season, winning the La Liga title, Spanish Cup and European Champions League.
A Statement on the Club’s Website Said, “the Nikken Sekkei [and] Pascual I Ausio Arquitectes Proposal Stands out for Being Open, Elegant, Serene, Timeless Mediterranean and Democratic.
“The proposal presents a very subtle attempt to intervene in the environment to facilitate circulation and achieve diverse urban usage in the Barça Campus and guarantees a clear and safe construction.” according to the club.
The new roof will measure more than 47,000 square meters and the stadium will have an emphasis on energy saving technology and environmental sustainability.
The triple-tier structure will remain, but the third tier will be extended and a roof covering more than 47,000 square metres will be added to make sure all seats are sheltered from the weather.
The project also includes an ice rink, basketball court and an auxiliary multipurpose court capable of hosting 2,000 spectators. The Espai Barça also foresees construction of an underground parking lot.
Other current high-profile football stadium projects include the new Chelsea FC ground by Swiss architects Herzog & de Meuron, a stadium for Tottenham Hotspur by Populous, and Arup’s design for AC Milan’s new building.
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.
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Prefabricated homes have been available for years and date back at least a century. The Sears Roebuck index made and offered prefab homes to the public as early as 1908, and Prefab was later explored by famous twentieth-century architects, such as, Walter Gropius, Le Corbusier, Marcel Breuer, Frank Lloyd Wright, who saw the method as a likely solution to the dilemma of housing in modern society. Interest in Prefab grew in the first half of the twentieth-century, with the outburst of manufacturing expertise and the creation of the assembly line.
Historically the mention of prefabricated houses invokes memories of housing built to cover in the temporary a deficiency of housing in the UK following the World Wars.
The Government promised ‘homes fit for heroes’, however, negative public attitudes surfaced towards prefabricated housing because of substandard building materials used and poor workmanship.
A staggering 1 million of these homes were built during the 20th century and more than half a century on, many are still standing despite no foundations. A few are listed while others have been demolished.
Today people remember the shabby mobile classrooms as in, bitter cold in winter and like an oven in summer. Therefore, memories have rendered the concept of prefabricated houses an unattractive idea. Talk about the term prefabricated housing to an architect, and their eyes will beam with visions of fascinating contemporary homes. However, talk to the ordinary person on the street and people immediately think that we are going down the same path, a pretty hard image to shake off. The very factors that are presented as positive advantages of prefabricated homes became liabilities in the eyes of homeowners who wanted a durable appreciating asset.
An example can be found by looking at the prefabricated houses on Catford estate built by German and Italian prisoners of war in 1946.
Catford prefab estate. Robin Bell: 2008
‘They were not built to last and need regular maintenance. They are just large sheds really and taking up a lot of space. They should really be demolished.’ (Drake 2008)
Over the ten years, Lewisham Council has tried to develop the site many times and a review found none of the dwellings met Decent Homes Standard.
So why do more and more developers choose prefabricated construction?
First and foremost – Speed. “It may take a bit longer in terms of design, preparation and planning but site based activities are taking up to 30% less time and allowing homes to reach the market sooner. Other reasons cited include, in order of preference:
Design Quality
Cost
Previous Experience
Funding
Source: Design and Modern Methods of Construction. The Housing Corporation and CABE 2004″
Bridge House (Example)
Croydon Vision 2020 is a regeneration programme by the London Borough of Croydon for the centre of Croydon in South London. The Old Town Masterplan focused on the area between the High Street and Roman Way, one of the oldest areas of Croydon.
Formerly the site of a telephone exchange, Bridge House is a £20 million development that has provided 27 private and 48 affordable apartments, above ground and mezzanine retail spaces.
The block wraps around an existing multi-storey car park and offers the opportunity for cafs and shops to open onto the new square. A mix of green and brown roofs, to support biodiversity, form part of a series of environmental measures and the scheme is to be of modular construction.
The Croydon chose the modular approach principally because of the speed of construction offered. The project began on site in the spring of 2006 and the 75 flats were stated to have been erected in approximately 26 days, vastly outperforming the time taken by traditional construction.
Computer rendering of the planned bridge, created by engineers Arup
Thomas Heatherwick’s Garden Bridge has moved one step closer to reality with the appointment of building contractors Bouygues Travaux Publics and Cimolai. Building work is now scheduled to start this summer 2016, but opponents and locals are still not convinced.
Why Is London’s Garden Bridge worth as Much as Five Lancashire Museums? Ask’s Joanna Lumley
The Opponents
For those of you who aren’t aware of the project, it’s intended to be a plant-covered pedestrian bridge across the River Thames between the South Bank and Temple. The Bridge was designed by Heatherwick after being conceived by British actress Joanna Lumley.
Coined as a “wondrous green oasis floating above the River Thames”, the £175m 367-metre-long Garden Bridge, backed by London mayor Boris Johnson, has sparked a huge amount of controversy in London with calls for the project to be halted from a number of local politicians. This includes Vauxhall MP Kate Hoey and three councillors from the London Borough of Lambeth, even though planning permission was granted by both local authorities in late 2014.
Writing in the Guardian, Ian Jack contrasted the £60m taxpayer support for the project with the closure of five Lancashire museums – two of the which are nationally important and forty libraries. Jack described the bridge as unwanted and unnecessary and the closures as “cultural disembowelment.
In November 2014, it was claimed that the bridge would be off limits to groups of eight or more people and cyclists, and closed between midnight and 6am. Critiques fear that the £175m bridge, which already has £60m in official grants and loans, will require a bailout if costs rise or efforts to drum up further private money fail.
Halt London Garden Bridge Project, Says RIBA President
An study by The Architect’s Journal found that Heatherwick was present for at least five meetings with London’s mayor Boris Johnson prior to the contest. The AJ also claimed that a manager for government body Transport for London (TfL) had reported anomalies in the design competition.
“It’s Now Abundantly Clear That the Design Competition That Transport for London Held in Early 2013 Was Nothing of the Sort,” Aj Deputy Editor Will Hurst Told Dezeen
Kate Hoey, the Labour MP whose Vauxhall constituency is on the south side of the bridge, has said “it is quite clear they haven’t raised nearly as much money as they originally thought.” However, The Garden Bridge Trust which was launched on 1 November 2013 to oversee the project argued that its perfectly ordinary for large infrastructure projects to begin work while fundraising determinations continue, however, in Project Journal’s experience such ambitious construction projects commonly overrun in terms of budget and time. For example, an extension to the Tate Modern art gallery was scheduled to open in 2012 at a cost of £215m. It will instead open this year at an estimated cost of £260m.
The Garden Bridge Trust has now raised an additional £85 million.
The Project
The Garden Bridge project began as a seamlessly innocent idea, a beautiful new garden floating above the River Thames, sounds amazing. Imagine crossing a river surrounded by wildlife in the middle of London City. Imagine a morning commute through a peaceful garden. Well, the Garden Bridge Trust intends to make this a reality. However, who will benefit the most, the rich, middle class, or the poor?
The bridge is planned to be 30 metres (98 ft) across at its widest point. It would run from the roof of Temple station as a continuation of Arundel Street on the north bank to Queen’s Walk by the London Studios, where a large public green open space would be redeveloped to provide a commercial building associated with the project. The bridge will feature trees, shrubs, and wildflowers. Its construction would require 32 mature trees in the avenue on Queen’s Walk, on the South Bank.
“The Garden Bridge Will Be an Extraordinarily Special Place, Either to Race Across, Relax in or Look Back at the Rest of the City’s Sights.” Thomas Heatherwick
The bridge is officially scheduled to open late 2018. Hoey said it would be “particularly inexcusable” for any more public money to be committed when her constituency was struggling under government cuts.
Protected from the weather and supported by industrial control systems, factories can produce a range of components from simple panels to fully fitted-out modules which are ready to be assembled on site. And here is where the arguments start: advantages include more consistent working conditions and therefore better quality of performance and finishes, less wastage of materials, fewer journeys to site, less disruption of the local neighbourhood, faster construction times, better health and safety. These are some of the benefits which factory built homes can bring.
KREOD Pavilion
“Modular Eco-House System” in cooperation with Vita Giannini 3D design by Antonis Manolessos
Former Granada Cinema, 58 St Johns Hill
“Modular Eco-House System” in cooperation with Vita Giannini 3D design by Antonis Manolessos
“If we don’t keep investigating prefab, we risk squandering a lot of resources and not delivering enough housing.” says Andy Matthews of architect Proctor & Matthews.
An extended experiment into the potential for delivering high-quality housing through off-site construction methods Raines Court is one of the largest prefabricated schemes built to date in the UK. Raines Court consists of 61 shared ownership flats (11×3-bed, 41×2-bed, 1×1-bed plus 8 x live/work units) for public sector key workers and local people in Hackney on moderate incomes on the site of the former dairy products distribution yard on Northwold Road, Stoke Newington. The main components are modular units complete with fixtures and fittings, tiling, bathrooms, kitchens, heating, transported by lorry from York and craned into position. With its steel-framed modules, zinc-clad façade and splashes of vivid colour, Raines Court wears its modular form proudly.
Public opinion is divided on its success as a result of this but it has won several architectural awards and there is no doubting the generous layout and provision of the flats.
At six-storeys in a largely low-rise neighbourhood, the scheme is a radical, bold insertion that establishes a civic presence.
This estate was the second Peabody development constructed using prefabricated modules manufactured and was completed in 2003.
Client: Peabody Trust
Architect: AHMM
Structural Engineer: whitbybird
Contractor: Wates
Principal Supplier: Yorkon
Completion: 2003
Cost: £8.9 Million
Awards:
British construction Industry Awards: Best Practice 2004
Compared to people in other industrialized nations, Americans work longer hours, take fewer vacation days, and retire later in life. Busyness, once seen as the curse of the disadvantaged, has become equated with status and importance. Our work increasingly defines who we are.
“Godly rest (distinct from play, relaxation, or sleep) is inextricably tied to our identity as children of God.”
The solution perhaps is to be “Lazy Intelligent”?That sounds like something an unsuccessful, lazy slacker would say, isn’t it? Actually, it’s the opposite. One of America’s most influential and controversial science fiction authors Robert Heinlein uttered these words during his time. Despite his nod to laziness, Heinlein went on to pen hit titles such as Starship Troopers and Stranger in a Strange Land.
Productive laziness is not about doing absolutely nothing at all. It’s not about just sitting around and drinking coffee or engaging in idle gossip while watching the non-delivered project milestones disappear into the horizon. In fact, this behavior would lead to a very short-lived project management career.
Laziness Is Not Synonymous with Stupidity
Instead, productive laziness should be viewed as a more focused approach to management. Adopting this mindset means concentrating efforts where it really matters, rather than spreading yourself thing over unimportant, non-critical activities that in some cases don’t need to be addressed at all.
According to the Pareto Principle — Also Known as the “80/20 Rule” — 80 Percent of the Consequences Stem from 20 Percent of the Causes.
While the idea has a rule-of-thumb application, it’s also commonly misused. For example, just because one solution fits 80 percent of cases, that doesn’t mean it only requires 20 percent of the resources needed to solve all cases.
The principle, suggested by management thinker Joseph M. Juran, was named after Italian economist Vilfredo Pareto, who observed that 80 percent of property in Italy was owned by 20 percent of the population. As a result, it was assumed that most of the result in any situation was determined by a small number of causes.
Rest Is at the Center of God’s Design
Every smart but lazy person should consider the 80/20 Rule each day. For managers, the principle is a reminder to concentrate on the 20 percent of work that really matters.
Contrary to belief, 80 percent of success is not just showing up. In fact, only 20 percent of what you do during the day will produce 80 percent of your results. Therefore, it is important to identify and focus on that 20 percent during the working day.
When genius and laziness meet, the results can be magical. Being just the right combination of smart and lazy can bring you to have a real edge over others. Interestingly enough, smart lazy people are generally better suited for leadership roles in organizations. These people make great strategic thinkers and leaders. They do things in a smart way in order to expend the least effort. They don’t rush into things, taking that little bit of extra time to think and find the shortest, best path.
They question, contradict, and show dissent against inefficient methods or unnecessary tasks.
“Whenever There Is a Hard Job to Be Done, I Assign It to a Lazy Man; He Is Sure to Find an Easy Way of Doing It. — Bill Gates”
Bill’s not the only guy, who believes that laziness doesn’t necessarily have to be a bad thing. German Generalfeldmarschall Helmuth Karl Bernhard Graf von Moltke was the chief of staff for the Prussian Army for 30 years. He is regarded as one of the greatest strategists of the latter 1800s among historical scholars and is the creator of the more modern method of directing armies in the field.
Moltke observed his troops and categorized them based on their intelligence, diligence and laziness. If soldiers proved to be both lazy and smart, they were promoted to leadership because they knew how to be successful with efficiency. If soldiers were smart and diligent, they were deployed into a staff function, focusing on the details. Soldiers who were not smart and lazy were left alone in hopes they would come up with a great idea someday. Finally, soldiers who were not smart but diligent were removed from ranks.
Like Moltke’s army, the lazy manager is all about applying these principles in the delivery and management of work. You’re likely not stupid since you’ve landed the management position, but how are your lazy skills? Applying smart-lazy tactics will not only allow your work to be more successful, but you will also be seen as a successful individual and a top candidate for future leadership roles.
Think return on investment (time spent versus money earned ratio) rather than busy work and don’t restrict yourself to a certain way of doing things just for the sake of the status quo.
These people make great strategic thinkers and leaders. They do things in a smart way in order to expend the least effort. They don’t rush into things, taking that little bit of extra time to think and find the shortest, best path.
In the wise words of Bill Gate’s and American automotive industrialist Walter Chrysler, “Whenever there is a hard job to be done, assign it to a lazy man or woman for that matter; as he or she is sure to find an easy way of doing it.”
For an overachieving people-pleaser like me, thinking of rest as an innate part of who we were created to be—not as a discipline or something to be earned—is compelling. It is yet another form of God’s infinite grace, one that’s needed today more than ever.
Co-Author Peter Taylor
Described as “perhaps the most entertaining and inspiring speaker in the project management world today”, Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’.
Only one in three software projects will turn out to be successful. According to Standish Group’s 2015 Chaos report, 66% of technology projects (based on the analysis of 50,000 projects worldwide) end in partial or total failure. More surprisingly, these statistics have been the same for the last five years, the report shows. Furthermore, 17% of large IT projects go so badly that they can threaten the very existence of a company.
On Average, Large It Projects Run 45% over Budget and 7% over Time, While Delivering 56% Less Value than Predicted
Despite such failures, huge sums continue to be invested in IT projects and written off. For example the cost of project failure across the European Union was ┚¬142 billion in 2004.
It Projects Always Come with an Element of Risk, but There Are Huge Gains to Be Had If We Can Just Avoid Some of the Factors That Contribute Frequently to Project Failure
What makes a IT project successful, though?
According to the Standish Group, a successful project is on time, on budget and has satisfactory results (value, user and sponsor satisfaction, and meets target requirements). Other measures of success are widely known and accepted as true such as getting requirements right, providing effective leadership, and having full support and engagement from sponsors and users. Without these, it’s unlikely that any project would succeed.
But there’s more to success than what is widely known and, apparently, rarely followed. To reduce the risk of failure for your tech project, here are six key actions to take on the road to success.
1. Executive Vision and Involvement
Without a Executive Senior Sponsor Its Easy for Projects to Fail with the Organizational Resistance That Accompanies Large Change
Executive involvement is a primary variable in predicting the success of an IT project. Having a leadership team aligned across an organization articulating the purpose, value, and rationale for a project goes a long way towards getting stakeholders and end-users pulling the proverbial rope in the same direction.
2. Have a clear view of scope and timetable
Oftentimes, a tech project flops because its developers fail to plan and rush forward with an idea. However, some project managers plan so meticulously that they end up falling behind and lose momentum. The best approach is somewhere in between.
Interviewing team members, documenting requirements, prioritizing what is “mission critical” versus “nice to have,” getting agreement across stakeholders can feel like a never-ending cycle. As a result, requirement gathering has fallen out of fashion with many organizations in the past few years.
However, the ideal starting point for a successful technology project is to have a set of fundamental requirements with sufficient detail to develop against.
Requirement Gathering Is Labour-intensive and Challenging but Remains the Roadmap and Measuring Stick for Software Projects
This approach allows you to maintain sight of the business benefits as well as engaging stakeholders and responding to their feedback. In combination with a clear business case, a well-defined set of requirements also simplifies design and testing, two areas where projects tend to go sideways.
Ensure that requirements for the project are clearly defined and agreed upon among stakeholders and that you have a way to track, measure, and manage changes in requirements as appropriate during the project.
3. Define how you will deliver
When it comes to delivering a major project, one size does not always fit all. All products are customizable to some degree, so what might have worked in one company may not work in another company.
That being said, why reinvent the wheel if it’s already proven successful? Sometimes it can be more beneficial to use an existing off the shelf solution. Whichever direction you take, choose the delivery mode that works best for your company.
4. Risk Identification and Management
Every project has risk and there are many factors out of your control. People leave the organization, for better or worse, leadership changes, budgets get cut, however, many risks to projects can be mitigated or even eliminated with some forethought and on-going management. For example, do you have the resources you need to deliver the project (resource risk). Are project goals clearly understood and requirements clearly defined (scope risk). Do you have a realistic project plan and timeline (time risk).
Mitigating Risk Is a Combination of Science and Art, and Always a Balancing Process
5. Test your product again and again
A technology project is something that should overall support your business. It should not be something that dictates and forces you to change your operations. If this is happening, you should shift gears and focus on tweaking the technology, rather than lowering expectations and adopting less ideal requirements.
Adequate testing is a must for any tech project. While some features may be fine with automated testing, the best approach is to have a dedicated testing team. Testing activities should mirror those with the development team throughout the project’s lifetime. With thorough testing, a project should deliver with less design flaws or missing requirements.
6. Prioritize simplicity and performance
Developers often leave the external look and feel of a product to the wayside thinking these things are not necessities for the consumer to enjoy. However, user experience is absolutely critical to the success of the project.
Developers must consider things like storage, network requirements, processing speeds and overall performance in order to satisfy the customer. If users are going to have to wait for an extended period to allow information to load, there must be a good reason for the wait, otherwise they won’t return for future products.
Simplification and Improved Efficiency Is What Adds Value
Ultimately, using the product should be a smooth and intuitive experience. Additionally, tools and alternative routes must be placed logically without being intrusive. The process can be complicated, but the finished product should emit simplicity. After all, that’s what makes companies like Apple so successful. Simplification and improved efficiency is what adds value.
There’s a reason why Mega-projects are simply called “Mega-projects.” Extremely large in scale with significant impacts on communities, environment and budgets, mega-projects attract a lot of public attention and often cost more than 1 billion. Because of its grandiose, a successful mega-project requires a lot of planning, responsibility and work. Likewise, the magnificence of such projects also creates a large margin for failure.
Mega-projects Come with Big Expectations. But a Project’s Success Is Often in the Eye of the Beholder
Despite their socio-economic significance mega-projects – delivering airports, railways, power plants, Olympic parks and other long-lived assets – have a reputation for failure. It is thought that over optimism, over complexity, poor execution, and weakness in organizational design and capabilities are the most common root causes of megaproject failure.
Blinded by enthusiasm for the project, individuals and organizations involved with mega-projects often miscalculate the complexity of the project. When a mega-project is pitched, its common for costs and timelines to be underestimated while the benefits of the project are overestimated. According Danish economist Bent Flyvbjerg, its not unusual for project managers who are competing for funding to massage the data until it is deemed affordable. After all, revealing the real costs up front would make a project unappealing, he said. As a result, these projects are destined for failure.
For example, building new railways spanning multiple countries could prove to be disastrous if plans are overly complex and over-optimized. Such a large-scale project involves national and local governments, various environmental and health standards, a wide range of skills and wages, private contractors, suppliers and consumers; therefore, one issue could put an end to the project. Such was the case when two countries spent nearly a decade working out diplomatic considerations while building a hydroelectric dam.
Complications and complexities of mega-projects must be considered thoroughly before launch. One way to review the ins and outs of a project is through reference-class forecasting. This process forces decision makers to look at past cases that might reflect similar outcomes to their proposed mega-project.
Poor execution is also a cause for failure in mega-projects. Due to the overoptimism and overcomplexity of a project, it’s easy for project managers and decision makers to cut corners trying to maintain cost assumptions and protect profit margins. Project execution is then overwhelmed by problems such as incomplete design, unclear scope, and mathematical errors in risk assessment and scheduling.
Researchers at McKinsey studied 48 struggling mega-projects and found that in 73 percent of the cases, poor execution was responsible for cost and time overruns. The other 27 percent ran into issues with politics such as new governments and laws.
Low productivity is another aspect of poor execution. Even though trends show that manufacturing has nearly doubled its productivity in the last 20 years, construction productivity remains flat and in some instances has even declined. However, wages continue to increase with inflation, leading to higher costs for the same results.
According to McKinsey studies, efficiency in delivering infrastructure can reduce total costs by 15 percent. Efficiency gains in areas like approval, engineering, procurement and construction can lead to as much as 25 percent of savings on new projects without compromising quality outcomes. This proves that planning before execution is worth its weight in gold.
We Tend to Exaggerate the Importance of Contracting Approach to Project Success or Failure
Finally, weaknesses in organizational design and capabilities results in failed megaprojects. For example, organizational setups can have multiple layers and in some cases the project director falls four or five levels below the top leadership. This can lead to problems as the top tier of the organizational chain (for example, subcontractors, contractors and construction managers) tend to focus on more work and more money while the lower levels of the chain (for example, owner’s representative and project sponsors) are focused on delivery schedules and budgets.
Likewise, a lack of capabilities proves to be an issue. Because of the large-scaled, complex nature of mega-projects, there is a steep learning curve involved and the skills needed are scarce. All the problems of megaprojects are compounded by the speed at which projects are started. When starting from scratch, mega-projects may create organizations of thousands of people within 12 months. This scale of work is comparable to the significant operational and managerial challenge a new start-up might face.
In the end, it seems that if organizations take the time to thoroughly prepare and plan for their mega-projects, problems like overcomplexity and overoptimism, poor execution, and weaknesses in organizational design and capabilities could be avoided. After all, mega=projects are too large and too expensive to rush into.
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.