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.
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.
Due to the large scale and outlook attached to them, mega-projects have a large opportunity for failure. Typically, the failure begins at the outset of the project, whether that be due to poor justification for the project, misalignment among stakeholders, insufficient planning, or inability to find and use appropriate capabilities.
Underestimated costs and overestimated benefits often offset the baseline for assessing overall project performance. This is why it is important for organizations to first establish social and economic priorities before even considering what projects will answer their needs. Once social and economic priorities are established, only then can a project be considered. Selecting projects must be fact-based and transparent in order to ensure accountability with stakeholders and the public.
Successful Megaprojects Must Have Robust Risk-analysis or Risk-management Protocols
It’s also important to maintain adequate controls. Successful megaprojects must have robust risk-analysis or risk-management protocols and provide timely reports on progress relative to budgets and deadlines. Typically, progress is measured on the basis of cash flow, which is less than ideal as data could be out of date and payments to contractors do not correlate construction progress. Instead, project managers should deliver real-time data to measure activity in the field. For example, cubic meters of concrete poured relative to work plans and budgets.
Overall, improving project performance requires better planning and preparation in three areas: doing engineering and risk analysis before construction, streamlining permitting and land acquisition, and building a project team with the appropriate mix of abilities.
Project developers and sponsors should put more focus into pre-planning such as engineering and risk analysis before the construction phase. Unfortunately, most organizations and sponsors are reluctant to spend a significant amount of money on early-stage planning because they often lack the necessary funds, they are eager to break ground and they worry the design will be modified after construction is underway, making up-front designs pointless.
However, it’s proven that if developers spend three to five percent of capital cost on early-stage engineering and design, results are far better in terms of delivering the project on-time and on-budget. This is because through the design process, challenges will be addressed and resolved before they occur during the construction phase, saving both time and money.
It’s not unusual for permits and approvals to take longer than the building of a megaproject. However, if developers look to streamline permitting and land acquisition, that would significantly improve project performance. Best practices in issuing permits involve prioritizing projects, defining clear roles and responsibilities and establishing deadlines.
In England and Wales, developers applied these approaches to cut the time needed to approve power-industry infrastructure from 12 months to only nine months. On average, timelines for approval spanned four years throughout the rest of Europe. Likewise, the state of Virginia’s plan to widen Interstate 495 in 2012 was able to cut costs and save hundreds of homes thanks to land acquisition planning by a private design company.
Investors and Owners Must Take an Active Role in Creating the Project Team
When it’s all said and done, projects cannot deliver the best possible return on investment without a well-resourced and qualified network of project managers, advisers and controllers. Investors and owners must take an active role in creating the project team.
It’s not enough to have a vague overview of what the project might look like in the end. Instead, it’s necessary to review risks and costs and draft a detailed, practical approach to tackle various issues. An experienced project manager cannot do it all alone. The project team must include individuals with the appropriate skills, such as legal and technical expertise, contract management, project reporting, stakeholder management, and government and community relations among others.
Failure to Properly Plan for These Projects Could Have a Negative Impact on Society
While mega-projects are important in filling economic and social needs, failure to properly plan for these projects could have a negative impact on society. Take Centro Financiero Confinanzas (Venezuela), the eighth tallest building in Latin America at 45 stories, located in the financial district of Venezuela’s capital, Caracas for example.
To those unaware of its history, the Centro Financiero Confinanzas is actually home to over 700 families, a “vertical slum” that is a truly fascinating example of reappropriation of space in an urban environment. An ironic symbol of financial failure that was intended to represent the unstoppable march of Venezuela’s booming economy.
It’s much more than an unbuilt building, bridge or tunnel, failed mega-projects are a blow to the economic growth and social improvements of communities around the world.
Since the beginning of recorded time, construction projects have always been a major part of history. In fact, grandiose construction projects to erect the architectural visions of Pharaohs, Kings, Rulers, and Monarchs was used as a way to put the wealth and power of leaders on display for all of the people their lands to see.
Not surprisingly, all of these projects came at a great cost to the leaders that initiated them.
The Great Pyramid at Giza is one example of a grand architectural vision. This massive structure was built under the leadership of Egyptian pharaoh Khufu in the 26th century B.C.E. By the time work on the structure was completed, Knufu spent a great deal of his kingly fortunes on the project. According to sources, it is estimated that this project would cost more than $5 billion dollars to duplicate today.
Since then, there have been many other building projects that have cost significant amounts of money to build, some that were so grand in their scope they effectively broke the bank.
We will examine more of these projects here.
The Three Gorges Dam
1. The Three Gorges Dam
This massive Chinese construction project took place over the Yangtze River in the Hubei province of Central China. This scope of this project was enormous and came with quite a bit of controversy due to the changes to the environment that were needed to make the project become a reality. When this project was approved in 1992, the Vice Premier at the time, Zoa Jiahua quoted the project cost at $8.35 billion to complete. In 2006, when the project was officially ended, the total cost ended up being closer to $37 billion dollars, or roughly four times more than the original estimate.
The Ryungyong Hotel
2. The Ryungyong Hotel
The ground broke for this 105 story luxury tourist hotel in 1987 in North Korea, despite the country being closed off to foreign visitors. After investing approximately $750 million dollars in the structure, the project came to an abrupt end when the Soviet Union, North Korea’s major economic supporter, collapsed. Today, the building remains unfinished and is recognised as being the tallest unoccupied structure in the entire world.
The MOSE ProjectThe MOSE ProjectThe MOSE Project
3. The MOSE Project
This building project was originally intended to help control flooding in Venice. However, it primarily served as a project to sink money into. The original budget for the project was $1.7 billion dollars but jumped to $8.1 billion over time. None of the work that was completed did anything to prevent flooding. Many people involved in the initial construction were arrested on bribery and corruption charges in connection with the project. Venice continues to have problems with flooding and sinking.
The Mirabel Airport
4. The Mirabel Airport
This airport was originally opened to serve Montreal, Canada inmid-1970. The Government seized 100,000 acres of land and displaced thousands of residents from their homes for the land that was needed to construct the airport. The cost of the land was $140 million dollars. This amount was eight times more than the costs that were originally projected. Once construction on the airport began, the price skyrocketed to a total cost of around $276 million dollars. Adding further pressure to the Mirabel Airport project was the fact that the Montreal-Dorval International Airport was located within a short driving distance away. While this airport did operate for a number of years, it ceased operations in 2004. In late 2014, demolition of the site began which added another $15 million dollars of cost to the failed project.
The Sagrada FamiliaThe Sagrada FamiliaThe Sagrada Familia
5. The Sagrada Familia
There is no doubt that building a Cathedral is no small undertaking. For the Sagrada Familia Cathedral, it is a project that has advanced at a snail’s pace and with a hefty price tag that can not even be calculated due to how slow the project has been to finish. Construction on the house of worship began in 1883. In 2015, it still needs to be completed. In 2011, the President of the Building Committee said that it might be completed in 2026 – 143 years after construction originally began.
The Millennium DomeThe Millennium Dome
6. The Millennium Dome
This is a London based project that has a happy ending, despite a shaky, and very expensive start. When construction of the Millennium Dome began in the 1990’s, the original budget of 758 million pounds was exceeded when it ended up costing 789 million pounds, so it lost money from day one, even without including maintenance costs. However, in 2007 the structure was sold to AEG and renamed the 02 Arena, so some of the initial investment money was recouped. This site is now a top venue for sporting events and concerts in the London, UK area.
The Channel Tunnel
7. The Channel Tunnel
Sometimes referred to as the “Chunnel” is a tunnel in the English Channel that links the United Kingdom with France. It’s not surprising that a project of this scope would cost a lot of money and time to complete successfully. In total, it took six years of work and $21 billion dollars to finish. In financial costs, it ended up being 80% more expensive than originally forecast. This privately funded project caused many of the initial investors to lose most of their investment due to over run costs. Today, their diligence to the project has made it widely successful. Hundreds of millions of people use the Chunnel trains to commute between France and the UK, with a travel time of around 35 minutes.
The Central Artery Tunnel ProjectThe Central Artery Tunnel Project
8. The Central Artery Tunnel Project
In 1991, Boston began construction of the Central Artery/Tunnel Project, also known as the Big D, to provide commuters with an alternative to using the main highway through the City. This project is one of the most expensive construction projects in the history of the United States with a ‘real’ cost of $22 billion dollars once interest on the funding for the project is paid off in 2038. The Central Artery/Tunnel Project included the construction of roads, bridges, and even a tunnel that was built under the Boston Harbor. While this project did have the original effect it was supposed to have by alleviating traffic congestion in parts of Boston, overall traffic in the areas where the Big D serves has also increased.
Panama Canal, Centennial Bridge
9. The Panama Canal
The Panama Canal is another example of a building project that came with many personal and financial losses during its construction in the early 1900’s. The project was hexed with obstacles including outbreaks of deadly malaria and mudslides that, according to hospital records, resulted in over 5,600 labourers deaths. Today, the Panama Canal remains a key part of the shipping industry between the Atlantic and the Pacific Ocean. In 2014, work at the Canal ground to a halt after a dispute between the Panama Canal Authority and a conglomerate of European construction companies disagreed who would pay for a $1.16 billion overrun in costs. All parties involved in the dispute agreed on stop-gap funding that put the project back in action. In 2015, expansion work on the Panama Canal continues and the overall costs of the project continue to rise.
Since the dawn of time, mankind has used myths to make sense of the uncertainty that surrounds us. In the early 1990s a lot of people believed that project management was the best kept secret in business. However, because project management was not seen as a prevailing profession at that time, it suffered from a lack of awareness which was in a sense, a double edged sword. Those who were knowledgeable in the practice of project management became extreamly valuable to organisations and pioneers for the profession.
These early adopters were able to convince organisations that project management practitioners were needed. Myths around project management began to form in the business community and as the role of the project manager was unclear, questions were raised as to what project management was and what it could offer organisations.
The definition of the word myth is a “widely held, but false belief or idea.” Here, we’re going to examine 10 of the most pervasive PM myths that have emerged.
Myth #1 – Contingency pool is redundant
This is one of the most ‘mythical’ myths that has plagued the industry for a long time. Coupled with the tendency to presume that ‘real work’ is tantamount to implementation or building something concrete and you have the perfect recipe for project disaster. The thought pattern behind this approach typically originates from budget constraints and/or having unrealistic expectations. As we all know, or should know, the unexpected happens quite regularly. An effective contingency plan is important as it aims to protect that which has value (e.g., data), prevent or minimise disruption (e.g., product lifecycle), and provide post-event feedback for analysis (e.g., how did we fare? did we allocate funds correctly?).
Myth #2 – Project Management software is too expensive
If your idea of project management software involves purchasing servers, and purchasing a software application from a major vendor for a small practice with 10 practitioners then, yes, it is too expensive. If, however, you have gone cloud and elected to use a powerful web-based project management solution (such as Smartsheet), then you are likely to save thousands of pounds while reaping the benefits of a pay-as-you-go price structure. The present, and future, lie in cloud solutions that provide equal, or superior, functionality at a fraction of the cost.
Myth #3 – Project Management methodologies will slow us down
Project managers have a reputation of using process-intensive methodologies that favour ideology over pragmatism. In some instances this may, indeed, be the case when there is a mismatch between a specific project management approach and the organisation’s acutall needs (e.g., a process-driven method, such as PRINCE2, may not be appropriate for a slightly chaotic environment that favours an adaptive approach, such as Scrum). So, in sum, put down the paint roller (“Project Management isn’t for us!”) and take out your fine-bristled brush (“The Critical-Chain method may not be our cup of tea, but Agile on the other hand”¦”).
Myth #4 – Facts and figures are more important than feelings and perceptions
While facts are very important, projects are often derailed and sabotaged because of false perceptions. The PM must pay attention to both fact and fiction to navigate through turbulent organisational change.
Myth #5 – Project managers need to be detail oriented and not strategic in nature
While it is of the utmost importance for the project manager to understand how to read the details of the project, they must also understand how the project supports organisational objectives. Having a strategic perspective adds great value to the skill-set of the project manager.
Myth #6 Rely on the experts in everything that you do
It is true, we do need to rely on the experts but our trust can not be a blind faith. The job of the project managers in this area is twofold. First we must extract information and second we must verify that the information is accurate. A good example of this is asking a planner to provide an estimate on the effort required to perform a task. In some instances team members forget to include tasks which ultimately results in a faulty estimate.
Myth #7 All the battles have to be fought and won so that we can succeed
Project managers sometimes make the assumption that they need to stand firm to get the job done, however, coming to compromise on a particular issue is often a better course of action in order to win the war.
Myth #8 Project Managers can wear multiple hats
Wearing different hats can be extremely confusing. This is especially true if the project manager is asked to be a business analyst or technical expert on top of serving in their PM role. They end up doing both roles with mediocrity. When we “wear two hats” we essentially tell ourselves that both hats fit on one head at the same time. However, what happens if the demands of two roles conflict and what assurances do we have that we’re managing the inherent conflict of multiple roles and the risks the roles introduce? Sadly, multiple roles become more common as we move up the management hierarchy in an organisation, and that’s exactly where potential conflicts of interest can do the most harm.
Myth #9 Once the risk register is created, it’s full speed ahead
Risk management provides a forward-looking radar. We can use it to scan the uncertain future to reveal things that could affect us, giving us sufficient time to prepare in advance. We can develop contingency plans even for so-called uncontrollable risks, and be ready to deal with likely threats or significant opportunities. Too often, it’s not until a catastrophic event occurs and significantly impacts project progress that ongoing risk reviews are conducted.
Myth #10 Project managers can not be effective in their role unless they have specific technical expertise in the given field that the project falls within
You don’t need to be an engineer to manage a construction project or a IT technician to manage a software development project. All you need is a fundamental understanding with strong PM skills to manage the team. Experience in the field helps but does not guarantee success.
Project management is challenging enough without the myths. The profession has come a long way since the 1990s and some of these myths are fading. However, we still see remnants of them in one form or another. Great projects cut through false assumptions and confusion, allowing their teams to make smart decisions based on reality.
These are just 10 project management myths, what are yours?
Modular homes sometimes referred to as “factory-built construction“, encompass a category of housing built in sections typically at a factory location. These houses must conform to local and regional building codes for the country the buyer plans to situate the dwelling.
Just like site-built housing, construction teams build modular homes tolast and increase in value over time.As the factory finishes building sections of the house, each piece is transported to the homeowners build site on large truck beds.Local building contractors then assemble the house and inspectors ensure the manufacturer has built your residence to code.Most customers find that modular housing is less expensive than site-built homes.
1. Benefits of Construction
One of the benefits of construction is that manufacturers build them indoors in an enclosed factory setting, where the materials used to build the homes are not subject to adverse weather during construction.
Most building contractors can finish erecting a house in as little as 1-2 weeks, though it may take up to 4 weeks or more for local contractors to finish building the dwelling on-site once it has been delivered.
2. Differences Between Modular and Site Built
Modular homes are not the same as site-built homes, which contractors create 100% at the build site.That means the contractor must collect all the materials for a house and built it on-site. Like a modular home, the site-built home must conform to all regional, state and local building codes. Many refer to site-built construction as stick-built homes. Stick built housing is also well-built and designed to last a lifetime.
3. Difference Between Modular and Manufactured
Manufactured housing is another form of factory construction. Many consumers have mistakenly referred to these homes in the past as mobile homes. Others refer to manufactured homes as trailers. Manufacturers do build these houses in a factory like modular homes on a steel chassis.
The manufacturer then transports sections of the home to the building site as completed.These dwellings are usually less expensive than both modular housing and site built housing, in part because they don’t come with a permanent foundation.Trailers and mobile homes are more likely to depreciate than modular or site built homes.
4, Advantages of Modular Construction Over Site Built
Modular homes offer many advantages over traditional site built dwellings. Many consider modular homes a hybrid breed of housing.Not a manufactured house and not a site built house, these homes offer consumers multiple benefits including costs savings, quality and convenience.In many ways modular homes surpasses site built housing in quality and efficiency.
Modulars have grown up. They are more and more becoming a mainstreamselection for first time and secondary homebuyers.Most people now realise they don’t’ have to give up design quality or customization to buy a prefabricated house.One of the biggest misconceptions people have of prefabricated housing is they are look alike.“Boxy” is not a word that can begin to describe prefab dwellings. In fact, more suitable descriptions of these buidlings would include: “Elegant, durable, customised and high-class”.Many people find they can afford to include more specialization and customization when they buy a factory built house over a traditional stick built construction.
5. Cutting-edge Designs
Looking for a building design with a little pizzazz?You need to check out the latest architectural designs associated with prefabricated buildings.Firms are now building more elegant and unique designs to meet the increasing demands of selective customers.People are selecting modular designs over stick built designs to build their dream homes.
6. Customised Design and Modification
There are hundreds of companies that offer modular prefabricated construction kits and plans, and most employ various architects and specialized designers to help customize yourhome.That means you have more choices and a wider selection of designers to choose from.If you don’t find a style you like with one designer you can often move onto another, without even switching manufacturers.
7. Huge Range of Selection
Its always best to select a home that matches your lifestyle and design preferences.
8. Rapid Customisation
These are often the ideal selection for homeowners in need of a speedily designed homes.You simply can’t build a dwelling faster.Site built housing can take months to design and build.A manufacturer can design and place a prefab house in a few short weeks. You can pick from just as many different styles as you would a site built home if not more, but don’t have to wait weeks for contractors to build your custom house.
9. Precise Budgeting and Timing
Yet another benefit of these designs is the lack of guesswork involved.You don’t have to worry about how something will look.You know that everything will arrive to the build site complete and you will know the exact outcome. You also don’t need to worry about unexpected expenses, which is commonly the case with site built homes.With a prefabricated house, you know exactly what your home will cost and can control that cost from the point of buying to final construction.This isn’t the case with stick built housing. With stick built housing you also have to worry about surprises in the middle of construction.It isn’t uncommon for example, for a contractor to quit in the middle of a project.If this happens you have few choices.
Your home will sit partially built until you are able to find a new construction team.This alone may cost you valuable time and money.
10. Improved Energy Efficiency
Many prefab houses also come with what manufacturers call the “Energy Star” certification.This is a national company that promotes energy efficiency.Buildings with this label use 30-40 percent less energy yearly than traditional stick built housing.
This saves you time and money.Some key features of prefabricated housing that help improve energy efficiency include tight installation,high performance and weather resistant windows, controlled air systems and duct systems, upgraded air-conditioning and heating units and use of efficient lighting and heating appliances.As a bonus, these features not only save on annual energy costs but also improve the quality of your indoor air. Think energy efficiency isn’t significant?Think again.Over the lifetime of your house you could save thousands of pounds in energy bills by buying a prefabricated dwelling.
11. Design Modification is Easier
Most prefab homemakers now use computer aided design systems when conducting operations.This adds to the efficiency of construction and improves the appearance and architectureof homes.Prefabricated construction ranges from plain vanilla styling to intricate and complex modern designs.
12. On Time and on Budget
Perhaps the two biggest features or benefits of prefabricated housing that manufacturers hone in on are the speed thatthey can be built with and the competitive pricing they can offer on the final product.This is one reason that modular homes are gaining popularity.
13. Appreciate in Value
These dwellings also appreciate much like sitebuilt housing designs.Most homeowners are interested in building value in their house over time.Prefab housing afford you the opportunity to do this (keep in mind however much appreciation is dependent on real estate location).Select a good build site and your house will gain significant value over time. Other factors may also affect appreciation including landscaping and how well the house is cared for year after year.These factors also affect site built housing.Unlike mobile homes, which depreciate, a modular homeowner can expect to gain value from their home year after year. Study after study suggests that modular homes appreciate just as well as site built homes.They are also just as easily insured and financed.
As far as risk goes, you are no more at risk buying prefabricated housing than site built construction.
Modular Home Facts
Modular homes appraise the same as their on-site built counterparts do.
Modular homes can be more easilly customised.
Most modular home companies have their own in-house engineering departments that utilize CAD (Computer Aided Design).
Modular home designs vary in style and size.
Modular homes are permanent structures – “real property.”
Modular homes are considered a form of “Green Building.”
Modular homes are faster to build than a 100% site-built home.
Home loans for modular are the same as if buying a 100% site-built home.
Insuring your modular home is the same as a 100% site-built home.
Modular homes can be built to withstand 175 mph winds.
Modular homes can be built for accessible living and designed for future conveniences.
Would you consider a modular home for yourself, or are you more of a traditionalist?
A well crafted quote, very much like good storytelling and can elucidate fuzzy concepts. For example, creativity” and “innovation” are not the first two words that come to mind when talking about procurement. However, According to Deloitte’s paper Charting the Course, this is where procurement’s destiny lies.
By transforming beyond today’s definition of “procurement as the sourcing of raw materials, and goods and services,” procurement can reach new heights.
Here are 10 quotes to help you find motivation and inspiration to make a positive change.
All models are wrong but some of them are useful – George Box (Statistician)
People will forget what you said, people will forget what you did. But people will never forget how you made them feel – Maya Angelou (Writer)
We cannot solve our problems with the same thinking we used when we created them – Albert Einstein
Opportunity arises for the prepared mind – Louis Pasteur (chemist and microbiologist)
A journey of a thousand miles begins with a single step – Lao Tzu (Philosopher)
What gets measured, gets managed – Peter Drucker
Leonardo da Vinci’s Simplicity is the ultimate sophistication – Dale Dauten
Worrying does not empty tomorrow of its troubles, it empties today of its strength – Corrie ten Boom
The best way to predict the future is to invent it – Alan Kay
Strive not to be a success, but rather to be of value – Albert Einstein
What are some of your favorite inspirational quotes? Share in the comments
The term ‘Modern Methods of Construction’ (MMC) embraces a range of technologies involving various forms of prefabrication and off-site assembly.
MMC is increasingly regarded as a realistic means of improving quality, reducing time spent on-site, improving on-site safety and addressing skills shortages in the construction of UK housing.
Bridge Crossing Modern Design
The variety of systems now available potentially allows the designer enough choice to sidestep problems deriving from constraints posed by the use of any one method. MMC systems, from closed-panel timber framed systems to bathroom pods are a palette from which designers can make choices. They are not necessarily stand-alone solutions that anticipate all the needs of an individual site and can be mixed and matched as appropriate.
These limitations are not obstacles to achieving the good design in MMC-based schemes, but may hinder the incorporation of more complex and innovative types of MMC from which greater overall benefits may be obtained which are considered under the following headings:
1. COST UNCERTAINTY
There is no doubt that, given products of comparable performance the key issue in purchases of MMC construction systems is the price. At present not enough is known about the potential costs of using volumetric and closed panel systems to enable confident specification at an early date. This inhibits designers from exploring the full potential of MMC systems. This is particularly true of the less repetitive, small, one-off scheme, where a smaller margin of benefits is gained from using MMC. The principal barrier to the uptake of MMC, therefore, seems to be the perception of cost uncertainty with respect to using more complex systems. Without doing substantial project-specific research, consultants and their clients simply do not know with enough degree of certainty how much the volumetric or closed panel systems are likely to cost, and what would be the savings to overall project costs produced by potential speed gains to offset against increased capital expenditure.
This is due to the complexity of assessing the ratio of cost of repetitive elements where pricing is relatively straightforward to the cost of adjusting elements or building in another method for the abnormal condition. Decisions to use innovative systems are likely to be made once designs are well progressed to enable teams to be more certain of costs. This can increase the potential for change or result in design compromise as the designer attempts to incorporate the specific limitations of a particular system in their design.
In an attempt to improve this situation, the MMC consultant and or clients could pull together a directory of MMC expanded to include cost comparison data. The huge range of variables involved inevitably makes this difficult, but a database of current construction cost information would be an invaluable resource.
Contemporary Building Facade
2. PLANNING PROCESS AND EARLY COMMITMENT TO A SYSTEM
The time it can take to obtain planning permission has obvious implications both for project cost but also, in some circumstances, for architectural design innovation.
Most of the more complex types of MMC have an impact on dimensioning, the choice of external finish and detailing may have some effect on the buildings mass. Therefore, the construction system should be chosen prior to a planning application to avoid abortive work, redesign or amendment, or even resubmission for planning permission.
However, developers whose money is at risk, frequently hold off deciding on the construction technique until the last practicable moment, in order to get any advantage from fluctuations in material or component pricing.
Given the potential for lengthy duration of planning applications, this means that there is little incentive to prepare initial designs for planning with a prior decision to incorporate MMC firmly embedded. In cases where the developer has a financial or business link with the supplier, this is less likely to be the case. As the majority of commercial or residential developments involve some kind of arrangement with a developer, agreement on construction systems is often left to the stage after planning.
3. TIME INVESTMENT
Another very significant factor is the time investment required at the early stages of projects. This is needed to develop the design when the project is still at risk. There is a direct relationship between the scale and complexity of MMC component and the amount of time required to develop a design at an early stage.
The introduction of advanced or complex MMC techniques into the design process is potentially costly to the design team. A significant amount of research is needed to explore alternative systems, to obtain verification of suppliers’credentials, investigate mortgage and insurance issues, visit previous sites, talk to system suppliers, obtain technical performance guidelines, understand junctions and interfaces, coordinate other consultants, obtain building control input and so on.
For a consultant, the only way of investing in this research is either through timely payment of increased fees by a visionary understanding client or through the anticipation of increased future productivity through repetition when a project is phased, or large enough, or likely to be followed by another similar project.
The potential of learning a system and then being able to repeat lessons learned efficiently is a powerful incentive for both client and consultant. By contrast, HTA’ s project at Basingstoke is an example of a phased project with a three to four-year duration allowed the design team to repeat various elements of the design, and the manufacturer to develop improved solutions to technical and supply problems.
HTA’ s project at Basingstoke
4. INSUFFICIENT COMMUNICATION
Improved dialogue at the outset of the project is vital if design quality is to be maximised. Constraints and opportunities implicit within a particular system are more easily incorporated into design if partners communicate pre-planning. Increased early communication can be fostered through improved long-term partnering relationships.
Clients should also partner with a range of suppliers and architects so that choice and flexibility is not restricted.
5. INEXPERIENCE
Generally, the inexperienced client or design team will have to do more research, with the result that there is likely to be significant design development without a specific system being incorporated.
This is a disincentive to using a more complex system involving a higher proportion of MMC, where early decision making and knowledge of a system’ s capabilities have a decisive influence on the nature of the architecture. However, encouraging the take up of MMC through the use of a dedicated funding mechanism may assist clients in finding time for research into suitable MMC techniques.
Dome Construction Berlin
6. SUPPLIER’S ROLE
Site capacity studies and early stage pre-planning design studies could be undertaken directly by system suppliers on behalf of clients, cutting out the usual procedure of commissioning design work by independent consultants.
7. ASSUMPTIONS
There are a number of assumptions that are generally held about certain types of MMC that may have been valid at one time but are no longer true today. There is a need for reliable and up to date information comparing system criteria, performance data, timescales, lead in times, capacity, construction time, sequencing issues, limitations, and benefits.
Therefore it would be helpful if a forum for discussion and experience exchange was set up.
8. DEMONSTRATING THE BENEFITS OF MMC
There is still a large amount of skepticism about the need to go very far down the line with MMC. This is reflected in the acceptance of the desirability of maintaining or indeed enhancing the pool of traditional craft skills throughout the UK.
A balanced view is that there is a demonstrable need for the wider use of MMC which is recognized by both industry and government. The best way for clients and the public generally to become more confident and knowledgeable about the quality of design achievable through MMC is to see it demonstrated.
9. FINANCIAL INCENTIVES
There is no doubt that spreading the burden of investment through the life of a project helps to ensure a higher standard of specification and hence quality. In the Netherlands, a ‘ Green Financing’system has been developed by the Dutch government that provides favorable loan finance when certain sustainable standards are reached. In the UK, the Gallions HA has pioneered a study of this, based on a scheme in Thamesmead, ‘ the Ecopark project’.
Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
Change management is an approach to transition individuals, teams, and organisations to a desired future state. For over three decades, academics, managers, and consultants, realising that transforming organisations is difficult, have avoided the subject.
My Way or the Highway
Major organisational change is profoundly difficult because the structure, culture, and routines of companies often reflect’s persistent and difficult-to-remove ways of working, which are resistant to radical change even as the environment of organisations change.
What started out as a financial buzzword in the early nineties has become fundamental business practice, with executives recognising the need to keep abreast with the competition in a rapidly developing corporate new world.
Navigating change
Globalisation and the constant innovation of technology result in a constantly evolving business environment. There is an ever-increasing need for Change Management Lead’s / Senior Managers who can help organisations successfully navigate change in today’s business environments. The focus of this movement to date has been on how to partner with organisations to define education, training and communication platforms that help to support the change initiatives and concerns of company employees. The critical aspect is a company’s ability to win the buy-in of their organisation’s employees on the change initiative.
While a project team is important for success, a senior level advisor is invaluable and can work with an organisations leadership team to avoid common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource as follows:
1. Defining A Strategy
Executives should start by asking themselves what exactly needs changing and why? Organisational change directly affects all departments from entry level employees to senior management and must be aligned to a companies strategy. Too many programs are heavy on the jargon and light on the substance. Executives are often sold on an idea only to realise as the change initiative begins that they need a different outcome, tool or process to be successful.
In this situation the strategy for change needs to be re-aligned with the organisation and its goals.
An outside senior advisor with a unique perspective of the organisation will play an important role in helping an executive to explore and shape the strategy they are defining and highlight whether it will truly create the outcomes they desire. This upfront partnership can save money on the back end of a project, by avoiding costly re-scoping of initiatives.This relationship between senior advisor and executive should therefore begin as early as possible in the process.
2. Coalition Building
Its important to give people multiple opportunities to share concerns, ask questions, and offer ideas and to make following up with answers and updates a top priority. Executives must reach out across their functional work streams to build a large cohesive team to support the project once the correct strategy has been set and the urgency for the project has been established. A good senior advisor will be able to guide an executive though these interactions.
As a senior change management professional, it is important that you help leaders of the organisation craft the correct message. While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around the initiative and help to navigate the strategic and political interests in linking the change to the interest of multiple team members.
The more people are involved in the process, the fewer will be acting as internal saboteurs.
Communication Is Key to Successful Change Management
3. Communication
Don’t confuse process visioning, planning and endless powerpoint presentations with communication.
Change is uncomfortable, and adapting to change is messy. A Gantt chart can not capture the hard side of change management. Why? Because tasks are easy to list, but behaviour and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organisation and group.
The importance of communication within an organisation around the change cannot be underestimated. Executives often fall short on communication in two main areas, not communicating the right message and not communicating it frequently enough across an organisation. It is often thought that everyone else in the organisation is on board and understands the change, however, the reality for an executive is not the reality for another worker who may have lost a job because of a well intended change initiative. A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.
Quantity Is Fine, but Quality and Consistency Are Crucial
4. Share Relevant Information Quickly
Most CEOs and managers are quoted as saying, “You can’t communicate too much,” Part of the communication will be the support the urgency in messaging. “My way or the highway” is often used, but is not an effective communication strategy. Senior Advisors can work with executives to tailor their message to each area of the organisation in order to define content that is important to them.
A study by Towers Watson shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organisational decisions. Below the senior management level, the message dwindles further to (53%) of middle managers and 40% of first-line supervisors understanding reasons behind major organisational change.
The forwarding and cascading of information does not work as consistent communication around the change will be necessary at all levels of the organisation using a variety of communication pathways and vehicles.As a trusted advisor it is important to encourage executives to lead by example in both their messaging and communication of the change agenda.
Only 25% of Change Management Initiatives Are Successful over the Long Term
Maintaining The Change
Many leaders and managers underestimate the length of time required by a change cycle. It is paramount that as the change effort reaches its completion that leaders of the change recognise that the process does not end there. The role of a Senior Advisor will be to guide them to the idea that work must be undertaken to maintain the change over time. Maintaining change does not mean that an executive must own the initiative forever, just that they take the necessary steps to ensure that change has a lasting impact by integrating the change into the corporate culture and measuring the benefits and highlighting areas for future improvements.
The outside unbiased view is that a Change Management Lead is crucial to the success of a change management program.
This article provides food for thought rather than counsel specifically designed to meet the needs of your organisation or situation. Please use it mindfully.
AXELOS, the owner of the Global Best Practice Portfolio, has profiled an award-winning PRINCE2 ® project in its latest case study. Scheidt & Bachmann GmbH, the global solutions provider, describe how PRINCE2 – the world’s most popular project management methodology – helped them design and develop the hardware and software required for a new type of ticket machine for the German rail company Bayerische Oberlandbahn – and manufacture and install 64 of the new machines to a challenging deadline.
Originally a mechanical engineering company, Scheidt & Bachmann was established in 1872 and remains a family owned company. With 24 subsidiaries and more than 2,600 employees worldwide, Scheidt & Bachmann now provides technology solutions across a number of sectors. The fare collection systems division was created in 1978 and is a global leader in fare collection technology.
The award-winning project was centred around a new German rail infrastructure – the Meridian Line – that would open in December 2013 and be operated by Bayerische Oberlandbahn. Scheidt & Bachmann received an order in March 2013 to supply and install new ticket machines for the Meridian Line by 14 December 2013, the non-negotiable date for new stations to be operational. This posed a challenge to deliver a new customer-specific model of ticket machine in time. The project required new hardware design and the production of a prototype device for customer approval, as well as significant software development.
Mike Acaster, PPM portfolio manager for AXELOS said: “This is a fantastic example of PRINCE2 being used to ensure that a complex and demanding project is delivered as effectively as possible. Among the benefits of using PRINCE2, Scheidt & Bachmann found that applying PRINCE2 principles and processes increased common understanding and simplified decision making where differing priorities were involved.
“The use of PRINCE2 improved delivery and customer satisfaction in a project that, from the start, had challenging and immoveable deadline dates while introducing technical innovation.”
Daniel Weber, head of technical project management at Scheidt & Bachmann said: “PRINCE2 provided the perfect management approach for a project of this sort. Without an effective project management approach in place this delivery would have been extremely challenging. There were many complex requirements that needed to be successfully met in a very short timeframe, without any room for error. In the end, we delivered an excellent result for Bayerische Oberlandbahn – and have produced a new product which we are already marketing to other customers.”
Jürgen Kindler, project manager for Bayerische Oberlandbahn said: “Due to Scheidt & Bachmann’s effort and determination we were able to complete the project successfully within the time frame. Problems were communicated openly and solved quickly, which has greatly contributed to its success.
Welcome to the world of “Big Data.” We have more information at our fingertips than any generation in history. We live in the world of “Big Data.” That is the new way people are trying to describe this sea of digital facts, figures, products, books, music, video, and much more. Twitter, apps, Facebook–they’re each giving science new ways to look at what people do and why.
“Hopes, fears, and ethical concerns relating to technology are as old as technology itself.”
We actually welcome some aspect of Big Data. These mysterious data successes (or accidental successes) are easy to see as a kind of Big Brother future, where technology can track your every move and report back to ”¦ someone. However, StockholmstÃ¥g, the train operator is using new technology that employs big data to predict train delays before they happen.
“The Commuter Prognosis – A Social Scientist’s Dream Come True.”
The mathematic algorithm, called “The commuter prognosis” was developed in Stockholm, Sweden.
When a train is not on time the algorithm forecasts disruptions in the entire network by using historic big data to prevent the ripple effects that actually causes most delays. Wilhelm Landerholm the mathematician who has developed the algorithm said:
“We have built a prediction model, using big data, that lets us visualize the entire commuter train system two hours into the future. We can now forecast disruptions in our service and our traffic control center can prevent the ripple effects that actually cause most delays.”
The algorithm has been tested but is not currently being used by traffic controllers.
How does it work?
The key to the model is a large amount of historical data. The model works similar to a seismograph, an instrument that measures and records details of earthquakes, such as force and duration, but instead identifies late train arrivals. When this happens, the system uses historical data from previous occurrences to forecast the likely impact on the entire train network.
Real-time public transportation information is already used around the globe, however, traffic control centers still typically assess delays manually to try and prevent further problems in a network. The commuter prognosis system, on the other hand, will forecast these delay effects instantaneously and provide a prediction of how a single or multiple disturbance might affect the whole train network. The commuter prognosis system could change how traffic control centers operate all over the world.
“The Effects of One Delayed Train Can Quickly Multiply Within a Train Network”
Imagine that “The commuter prognosis” forecasts that a train will be 10 minutes late to station C in two hours. To deal with this the traffic control center issues a new train from station A that will arrive on time at station C. As soon as the new train has been put in motion the algorithm re-calculates and gives the traffic control center a new forecast for the entire train network within minutes.”
The most important benefit of “The commuter prognosis” is that it provides for a more punctual public transportation.
“The commuter prognosis” will be available in a smartphone app based on the original model. The app will integrate with other transportation big data to make commuting easier and will indicate which coaches are more or less crowded.
Big Data, Ethics, and Religion
These stories remind us that even though companies and governments are doing amazing things with data, it’s at best imperfect. The algorithms and programs they use to filter and respond to data are at least as fallible as the human beings who designed them. We can also see its complexity and failures as evidence of the amazing omnipotence of our God – who doesn’t make errors and who knows right where to find us, even inside a great fish or the depths of hell.
The arrival of big data has already brought with it numerous questions that have yet to be properly addressed. These questions are methodological, epistemological, and ethical, and they concern (inter alia) the ways in which data is collected, stored, interpreted, represented, and traded. A further complication is a speed with which data science is advancing, which means that (for example) the application of legal and ethical restrictions to the practice of that science will always risk being several steps behind the point that it has currently reached. There are indications that we are currently sleepwalking towards a situation in which the commercial exploitation of big data routinely increases social division, and renders privacy a thing of the past.
Ket factors
A mathematical model interprets big data to forecasts for each train in the train network.
The commuter prognosis can warn about delays two hours before the departure or arrival actually takes place.
The commuter prognosis calculates how the delay affects other trains in the system.
The purpose of “the commuter prognosis” is to make life easier for traffic control centers and to give passengers a better service.
In the future, the algorithm will be potentially adaptable for more types of public transportations and cities.
Anyone who has responsibility for the work of others understands the unique challenges that come with managing people.
Over the years, various thought leaders have come up with pearls of wisdom in the form of quotations that when given some thought, have a lot to teach us. Sometimes a simple quote is just the thing to lift our spirits, to make us smile or to give us the energy to keep going when we’re feeling low.
Here are 43 such quotes to make us better Christian leaders.
“The Christian leader of the future is called to be completely irrelevant and to stand in this world with nothing to offer but his or her own vulnerable self.” – Unknown
“In most cases being a good boss means hiring talented people and then getting out of their way.” – Unknown
“The good news is, God has provided us with a LifeBook to help us – the Bible.” – Unknown
“Encouragement is the oxygen of the soul.” – John Maxwell
“There’s only two things you can start without a plan: a riot and a family, for everything else you need a plan.” – Unknown
“Rejection is an opportunity for your selection.” – Unknown
“People don’t care how much you know until they know how much you care.” – John Maxwell
“Leadership is getting people to work for you when they are not obligated.” – Fred Price
“Running a project without a work breakdown structure is like going to a strange land without a roadmap” – J Phillips
“You don’t have to hold a position in order to be a leader.” – Henry Ford”
“Have a good plan, Execute it violently, Do it today” – General Douglas McArthur
“The single biggest problem in communication is the illusion that is has taken place.” – Unknown
“To improve is to change; to be perfect is to change often.” – Winston Churchill
“A project without a critical path is like a ship without a rudder.” – D. Meyer
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams
“What’s measured improves.” – Unknown
“A goal without a plan is just a wish.” – Antoine de Saint Exupry 1900-1944, French writer and aviator
“If it is not documented, it doesn’t exist. As long as information is retained in someone’s head, it is vulnerable to loss.” – Unknown
“It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more dangerous to handle than to initiate a new order of things.” – Machiavelli 1446-1507, Italian statesman and philosopher
“No one can whistle a symphony. It takes a whole orchestra.” – Unknown
“Luck is for the ill-prepared.” – Unknown
“Tell me and I’ll forget, show me and I may remember, involve me and I’ll understand.” – Chinese Proverb
“Of all the things I’ve done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal.” –Unknown
“PMs are the most creative pros in the world; we have to figure out everything that could go wrong before it does.” – Fredrik Haren
“Why do so many professionals say they are project managing when what they are actually doing is firefighting?” –Unknown
“The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” –Unknown
“Ensure your documentation is short and sharp and make much more use of people-to-people communication.” –Unknown
“Quality means doing it right when no one is looking.” – Henry Ford
“Leadership offers an opportunity to make a difference in someone’s life, no matter what the project.” – Bill Owens
“Leaders must be close enough to relate to others, but far enough ahead to motivate them.” – John C. Maxwell
“Leaders have two characteristics: first they are going somewhere, and second they are able to persuade other people to go with them.” – John Maxwell
“The key to successful leadership today is influence, not authority.” – Kenneth Blanchard
“The manager asks how and when; the leader asks what and why.” – Warren Bennis
“The best example of leadership is leadership by example.” – Jerry McClain
If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams
“The authority by which the Christian leader leads is not power but love, not force but example, not coercion but reasoned persuasion. Leaders have power, but power is safe only in the hands of those who humble themselves to serve.” – John Stott
“We can be tired, weary and emotionally distraught, but after spending time alone with God, we find that He injects into our bodies energy, power and strength.” – Charles F. Stanley
“Jesus said, “For even the Son of Man came not to be served but to serve others and to give his life as a ransom for many.” – Mark 10:45
“We are all faced with a series of great opportunities brilliantly disguised as impossible situations.” –Unknown
“Be faithful in small things because it is in them that your strength lies.” – Mother Teresa
“The greater your knowledge of the goodness and grace of God on your life, the more likely you are to praise Him in the storm.” – Matt Chandler
“Continuous effort – not strength or intelligence — is the key to unlocking our potential” – Winston Churchill
“God is most glorified in us when we are most satisfied in Him.” – John Piper
If you know a great quote or scripture that will inspire others to lead their churches better, please feel free to share it in the comments below.
