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Has Nigeria Become the World’s Junk Yard of Abandoned and Failed Mega Projects worth Billions?

Dim1, N. U., Okorocha2, K. A., & Okoduwa3 V. O.

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 used   exclusively.

FACTORS OF PROJECT FAILURE

Cookie-Davies (2002) stated the difference between the success criteria and the failure factors. He   stated 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).  

Time   and 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 and   Law, 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, while   In 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.
Table 1: The analyzed data on the highway project at the South-South zone in Nigeria.

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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 1: Abundance of failed highway projects at south-south zone, Nigeria.
Figure 2: On-going failed highway projects
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
Figure 3: Successful on-going highway projects

The figure 3 above showed that 63% of the successful highway projects are still on-going because they have not exceed their completion dates, and they are not yet completed. However, those on-going highway projects might end up as failed projects as a result of poor funding, discrepancy between the design and the construction on site, and conflict between the construction parties or stakeholders.

“Say what you will do, and do what you said” or “Say as you will do it, and do it as you said”

CONCLUSION AND RECOMMENDATION

The idea of knowing what a failed project is, the factors and the causes is very important in project management. Success in project management can neither be achieved nor measured without the knowledge of project failure, its factors, and causes in the Nigerian construction industries. This work has shown that project failure is as a result of exceeded time of delivery, cost overrun, and poor quality. However, the analysis was only done based on exceeded time of project delivery because of the nature of the data collected.

This work suggested a few approaches to help reduce the number of failed projects in the Nigerian construction industry if properly implemented. Firstly, Having good collaboration between the project stakeholders involved in a construction project at the early stage of project conception is most important in order to accomplish the project objectives, and deliver the project on time, within budget, and quality specified on the original contract document (Othman, 2006).

Secondly, Adopting the ISO 9000 technique which is used for quality management will also help in achieving a successful project delivery. This technique states “ say what you will do, and do what you said” or “say as you will do it, and do it as you said”. This technique is not an indication of high quality but it promotes control and consistency which leads to specialization, and improved productivity and quality. Also, adopting the principles of lean construction will help to reduce waste within the construction and stream-line activities in order to improve the on-time delivery of projects.

Thirdly, Learning from the precedent failed projects, how those projects failed, and the reason for their failures. This will help the project manager  to plan and mitigate the risks of project failures in the future. And, finally, more seminars and workshops will help to educate and enlighten clients (the federal government representatives), users, contractors, engineers, and architects on what is project failure, the factors that contributes to abundant failed projects, and their causes.

REFERENCE

Abimbola, A. (Novermber 24, 2012). About 12,000 Federal Projects Abandoned across Nigeria. Premium times (November 16, 2015). Retrieved from www. Premium timesng.com/news/108450-about-12000-federal-projects-abandoned-across-nigeria.html.

Al-Khali, M.I and Al-Ghafly, M.A. (1999). Important Causes of Delays in Public Utility Projects in Saudi Arabia. Construction management and Economics, 17, 647-655

Aibinu, A.A and Jagboro, G.O. (2002). The Effects of Construction Delays on Project Delivery in Nigeria Construction Industry. International journal of Project management, 20(8), 593- 599.

Anigbogu, N. and Shwarka, M. (2011). Evaluation of Impact of the Public Procurement Reform Program on Combating Corruption Practices in Public Building Project Delivery in Nigeria. Environtech Journal, 1(2). 43-51.

Assaf, S. and Al-Hajji, S. (2006). Causes of Delays in large Construction Projects. International Journal of Project Management, 24, 349-357.

Atkinson , R. (1999). Project management: Cost, time, and quality, two best guesses and a Phenomenon, it’s time to accept other success criteria. International Journal of project Management, 17(6), 337-342.

Belout, A and Gauvrean, C. (2004). Factors Influencing the Project Success: The impact of human resource management. International Journal of project Management, 22, Pp. 1-11.

Butcher, N. and Demmers, L. (2003). Cost Estiumating Simplified. Retrieved from www.librisdesign.org.

Cookie-Davies, T. (2002). The Real Success Factors on Projects. International Journal of Project management, 20(3), 185-190.

Dim, N.U. and Ezeabasili, A.C.C (2015). Strategic Supply Chain Framework as an Effective Approach to Procurement of Public Construction Projects in Nigeria. International Journal of Management and Susutainability, 4(7), 163-172.

Hanachor, M. E. (2012). Community Development Projects Abandonment in Nigeria: Causes and Effects. Journal of Education and Practice, 3(6), 33-36.

Idrus, A., Sodangi, M., and Husin, M., H. (2011). Prioritizing project performance criteria within client perspective. Research Journal of Applied Science, Engineering and Technology, 3(10), 1142-1151.

Idrus, A. and Sodangi, M. (2010). Framework for evaluating quality performance of contractors in Nigeria. International Journal of Civil Environment and Engineering. 10(1), 34-39.

National Bureau of Statistics (January, 2015). Nigerian Construction Sector Summary Report: 2010-2012.

Kotangora, O. O. (1993). Project abandonment, Nigerian Tribune.

Osemenan, I. (1987). Project Abandonment. New Watch Magazine, Vol. 1, pp. 15.

Othman, M.,R. (2006). Forging main and sub-contractor relationship for successful projects. Retrieved from http://rakanl.jkr.gov.my/csfj/editor/files/file/projek/lessonslearned/MAIN&SUB_2.pdf

Phua, F.T.T and Rowlinson, S. (2003). Cultural Differences as an Explanatory Variable for Adversarial Attitude in the Construction Industry: The case of HongKong. Construction Management and Economics, 21, 777-785.

Reiss, B. (1993). Project Management Demystified. London: E and FN Spon Publishers.

Toor, S. R. and Ogunlana, S. O. (2008).Problems causing Delay in Major Construction Projects in Thailand. Construction management and Economics, 26, 395-408.

Toor, S. R. and Ogunlana, S. O. (2008). Critical COMs of Success in Large-Scale Construction Projects: Evidence from Thailand constructuction industry. International Journal of Project management, 26(4), 420-430.

Toor, S. R. and Ogunlana, S. O. (2009).Beyound the “Iron Triangle”: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project management, doi: 10.1016/j.ijproman.2009.05.005.

Toor, R. and Ogunlana, S. (2009). Construction Innovation: Information, process, management. 9(2), PP. 149-167.

Turner, J. R. (1993). The Handbook of project-Based Management: Improving the process for achieving strategic objective. London, McGraw-Hill.

Wright, J., N. (1997). Time and Budget: The twin imperatives of a project Sponsor. International Journal of Project Management, 15(3), 181-186.

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Professor Pavel Matousek – Laser Man

Using micro-SORS for non-destructive analysis of painted layers in Art
Professor Pavel Matousek – Laser Man
Professor Pavel Matousek – Laser Man

Professor Pavel Matousek, a Science and Technology Facilities Council (STFC) Senior Fellow and Chief Scientific Officer of Cobalt Light Systems Ltd, has pioneered revolutionary techniques for analysing the chemical composition of materials and co-founded a highly successful spin-out company. He has helped develop and commercialize award-winning laser technologies that detect liquid explosives at airports, rapidly check the quality of pharmaceutical products, and that may one day non-invasively diagnose breast cancer. Pavel states:

“I Am Very Excited about What I Do and Driven to Answer Questions in Front of Me, Unravel Complex Problems and Deliver Something Useful to Society.”

STFC science writer James Doherty meets the Laser Man.

Pavel, what first got you interested in physics?

I became fascinated by the stars and Universe while growing up in the Czech Republic. I joined an astronomy society at secondary school and it became clear I wanted to study physics. I got very interested in laser physics during my MSc at the Czech Technical University in Prague. It is a very dynamic field.

When did you arrive at Rutherford Appleton Laboratory (RAL)?

I joined as a research associate in 1991, and went on to complete my PhD in ultra-fast Raman Spectroscopy at RAL, awarded by the Czech Technical University. I’ve been here almost 25 years to the day.

So what is Raman Spectroscopy?

It is a technique that involves shining a laser beam at the surface of a material, and then observing the colour of light scattered from the point of illumination. This typically provides information about the chemical composition of the material’s surface. C.V. Raman observed the effect in 1928 and subsequently won a Nobel Prize.

You pioneered a technique called Spatially Offset Raman Spectroscopy (SORS): What is it and how does it differ from normal Raman Spectroscopy?

“We couldn’t have developed the SORS technique without the instrumentation and long term research continuity available at the Central Laser Facility at RAL”

SORS is a technique that we stumbled across in the Ultrafast Spectroscopy Laboratory (ULTRA) by chance. We had assumed that photons could only be detected at the illumination point but we were wrong. Some photons migrate sideways through the material then emerge adjacent to the illumination point. As these photons have interacted with molecules deeper inside the medium, they provide information about internal chemical make-up: SORS probes deeper into the material. And the further you move from the illumination point, the deeper you see into the medium. The process

involves large photon migration distances, often extending to several centimetres or more. This came as a big surprise.

“SORS involves probing at one location and detecting at another. Our minds, and those of others, were constrained by our perception of how the Raman Spectroscopy process worked but once we made this serendipitous discovery, we quickly realised it had potential major applications.”

What kind of applications?

“The Range of Potential Applications for Sors Is Staggering.”
Insight100 (Cobalt Lights Systems Ltd) scanner for noninvasive analysis of bottles at airports.
Using micro-SORS for non-destructive analysis of painted layers in Art

We immediately realised SORS could determine the chemical make-up of substances by non-destructive means. This could have applications in bio-medicine, chemistry, security, forensics, heritage, and beyond. But we first focused on pharmaceuticals, and developed novel ways for analysing the chemical make-up of manufactured drugs.

We swiftly filed 8 patents, which became the basis of our company Cobalt Light Systems.

Cobalt Light Systems is perhaps best known for its airport security scanners. Can you describe how these work and their impact to  passenger travel?

Security scanners represent the second generation of technology developed by Cobalt. To date there are around 400 operational units in 70 airports across Europe and Asia. They are used to scan traveller essentials, such as medicines or baby milk, and compare their chemical make-up to a database of potentially explosive substances. Suspicious substances are automatically identified and flagged. For example, the technology avoids passengers having to drink liquids (e.g. baby milk) in front security officer to prove they are not dangerous, which is clearly safer and more hygienic. It has also contributed to new legislation, and is expected to lead to a relaxation of the complete ban of taking liquids on board a plane in the future.

The scanners are currently the size of a microwave oven but right now we are launching a SORS handheld device. This should have further applications for first responder teams called to spillages of unknown substances and fire fighters attending chemical fires.

Pavel Matousek Pioneered a Technique Called  Spatially Offset Raman Spectroscopy (SORS)

How did STFC help with this process?

First off, we used instrumentation at STFC’s Central Laser Facility to demonstrate the basic capability to detect the SORS subsurface signal. Once we made the discovery in 2004, we worked closely with STFC’s Technology Transfer Office SIL (formerly CLIK) and Business and Innovations (BID) to develop, optimise and protect our ideas. There was a complex path to navigate from discovery, to optimising SORS, building a prototype, and ultimately to securing investment in 2008. BID/SIL coordinated the company at all levels and provided the support necessary to achieve this goal.

“My story illustrates the national and international importance of STFC. If its determination to deliver impact on science was absent, the chain from a fundamental discovery to Cobalt Light Systems’ product would have been broken. STFC responded appropriately at every stage. And this is just one example of how STFC contributes to the UK’s know-how economy.”

What are you working on currently?

I’m focused on developing novel non-invasive medical screening techniques, including diagnosing bone disease such as osteoporosis (jointly with STFC’s Prof Tony Parker and University College London’s Prof Allen Goodship), and I’m working with Professor Nicolas Stone of Exeter University on non-invasive breast cancer screening.

In addition, I’m collaborating with Consiglio Nazionale delle Ricerche in Italy to apply the SORS technology to objects of art on microscales. For example, we can scan different layers of paint to determine compositional information essential in restoration and preservation of artefacts.

How will the medical applications benefit patients?

Patient benefit could be enormous. Current diagnosis techniques for osteoporosis are around 60-70% accurate as they sense only mineral content. SORS on the other hand has a high specificity for mineral and collagen content – both of which determine bone strength – and so holds considerable promise for providing improved diagnostic accuracy. SORS could also be used to classify breast or prostate tumours as malignant or benign without needle biopsy. This would reduce patient stress and save medical provider costs.

However, medical problems are challenging as the human body is complex and variable. These applications are probably still 7-10 years away.

Why do you do this research?

This is where my passion and interest lies – I’m very excited about what I do.

“As You Push the Boundaries of Technology and Make New Discoveries, the End Goal Always Changes. This Is the Nice Thing about Science.”
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33 of the Most Inspirational Leadership Quotes for You to Live By

We’ve all seen quotes designed to motivate or inspire us.  Well, according to a new study, people who post these ‘inspirational’ quotes also have lower levels of intelligence. However, Godinterest disagrees, and see’s some quotes as  universal nuggets of wisdom. You know the ones – those quotes that give you “Aha!” moments of inspiration or meaningful insights into  your personal and professional lives.  These are the ones you  want to print out and place on your fridge  so you’ll see them  every day.

This collection of inspirational quotes features some of the all-time classics you may know, as well as some lesser-known  ones  you’ll love too. If  you have any quotes you would have added, feel free to share in the comments section!

  1. “The reason most people never reach their goals is that they don’t define them, or ever seriously consider them as believable or achievable.” – Denis Watley
  2. “Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.” – Stephen A. Brennan
  3. “Without goals, and plans to reach them, you are like a ship that has set sail with no destination.” – Fitzhugh Dodson
  4. “Goals are dreams with deadlines.” – Diana Scharf Hunt
  5. “You must have long-term goals to keep you from being frustrated by short-term failures.” – Charles C. Noble
  6. “Crystallize your goals. Make a plan for achieving them and set yourself a deadline. Then, with supreme confidence, determination, and disregard for obstacles and other people’s criticisms, carry out your plan.” – Paul Meyer
  7. “The tragedy of life doesn’t lie in not reaching your goal. The tragedy lies in having no goals to reach.” – Benjamin Mays
  8. “Progress has little to do with speed, but much to do with direction.” – Unknown
  9. “The world makes way for the man who knows where he is going.” – Ralph Waldo Emerson
  10. “Goals help focus you on areas in both your personal and professional life that are important and meaningful, rather than being guided by what other people want you to be, do, or accomplish.” – Catherine Pulsifer
  11. “What you get by achieving your goals is not as important as what you become by achieving your goals.” – Zig Ziglar
  12. “It doesn’t matter where you are coming from. All that matters is where you are going.” – Brian Tracy
  13. “The true measure of a man is not how he behaves in moments of comfort and convenience but how he stands at times of controversy and challenges.” – Martin Luther King Jr.
  14. “It’s not the load that breaks you down, it’s the way you carry it.” – Horne, Lena
  15. “Difficulties are meant to rouse, not discourage. The human spirit is to grow strong by conflict.” – William E. Channing
  16. “Nothing is particularly hard if you divide it into small jobs.” – Henry Ford
  17. “It’s not whether you get knocked down. It’s whether you get up again.” – Vince Lombardi
  18. “You must do the thing you think you cannot do.” E- Eleanor Roosevelt
  19. “Motivation is what gets you started. Habit is what keeps you going.” – Jim Ryun
  20. “Strong lives are motivated by dynamic purposes.” – Kenneth Hildebrand
  21. “People who are unable to motivate themselves must be content with mediocrity, no matter how impressive their other talents.” – Andrew Carnegie
  22. “Be miserable. Or motivate yourself. Whatever has to be done, it’s always your choice.” – Wayne Dyer
  23. “The surest way not to fail is to be determined to succeed.”  – Richard B. Sheridan
  24. “A determined person will do more with a pen and paper than a lazy person will accomplish with a personal computer.” – Catherine Pulsifer
  25. “There is no chance, no destiny, no fate, that can hinder or control the firm resolve of a determined soul.” – Ella Wheeler Wilcox
  26. “It was courage, faith, endurance and a dogged determination to surmount all obstacles that built this bridge.” – John J. Watson
  27. “Failure will never overtake me if my determination to succeed is strong enough.” – Og Mandino
  28. “You’ve got to get up every morning with determination if you’re going to go to bed with satisfaction.” – George Lorimer
  29. “We will either find a way or make one!” – Hannibal
  30. “That some achieve great success, is proof to all that others can achieve it as well.” – Unknown
  31. “Do not let what you cannot do interfere with what you can do.” – John Wooden
  32. “Success seems to be largely a matter of hanging on after others have let go.” – William Feather
  33. “Success is the sum of small efforts, repeated day in and day out.” – Robert Collier

 

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How to Cope with a Mis-Sold Job

How to cope with a mis-sold job

Everyone knows a story about a smart and talented professional  who has lost his or her passion for a role, who no longer looks forward to going to the office yet remains stuck without a visible way out.  Getting on the career ladder is a great thing, you start off at the bottom and work your way up, but sometimes you can get stuck and do not even realize it.

“One in Five Employees Claim They Were Mis-sold Opportunities When They Joined Their Organisation – Kelly Global Workforce Index (Kgwi).”

Commenting on the findings,  Debbie Pettingill, Director, Kelly Services UK and Ireland said

“Employee retention will become an increasing challenge for employers as we move out of the recession. As we move into a more candidate driven market, this trend is likely to accelerate. Our findings indicate that this problem is being exacerbated by the misrepresentation of job role or company culture at the interview stage, leading to the dissatisfaction of new hires.”

Most of us know what we are trying to escape a “mis-sold” job  resulting in a  narrowly defined career, inauthentic or unstimulating work, numbing corporate politics, and  perhaps  blackmail including direct  threats of being used as a scapegoat. A job where you are both overlooked and underappreciated.  One may ring true for some of you.

“Fewer than Half of Uk Employees Are Happy with the Way Their Careers Are Progressing According to New British Research.”

Why Would A  Company or Person Block Your Move?

Well, this could be because of his or her personal insecurity  i.e. as the team works well, why rock the boat? Comfort zone: sometimes the team gets too comfortable? Golden child syndrome: you’re working your butt off and your sponsor or other senior  is reaping the recognition from your amazing deliverables?

Working a job you don’t like can leave you feeling stuck, forgotten by God, and asking yourself questions like:

Why hasn’t God opened another door for me yet?  

Why is God not moving?  

Why would God leave me here in this job I hate?

But the truth is God has not left you. He’s not holding back on you. When you feel God is silent, that’s exactly when He’s moving!  Your situation does not change God. He still loves you and is with you no matter what.

Instead of looking at our situation from a perspective of fear and worry, we need to look at it through faith and hope.

What Can You Do About it?

Don’t fret, you can handover your work or completely leave the organisation and still stay sane. You might worry that announcing your intentions will cause your company grief, but ultimately you have to do what’s best for you no matter what!

Think and pray long and hard about how you’re going to drop this bombshell  as you  will need  to give notice. A  sound method is required to overcome the assault and possible backlash – including of course more prayer and fasting.

So how are you going to approach it? What’s your reasoning going to be?  How are you going to get them to understand exactly why you’re doing this?  What do you need to do in order to prepare for the big day?

Easy, you’re going to read this guide.

Strategy 1 – Remote Working Arrangement

This could  be a great approach if 80% of your  work can be  undertaken  remotely. However, while there is a very logical argument to be made in favor of working from home, many people equate remote work to a lack of productivity and laziness. These people do not realize that the switch from an office to working from home can actually lead to significant increases in productivity.

Strategy 2 – What’s in It for Me?

What’s in it for me?   That question sounds a little selfish, doesn’t it?  Maybe you  aren’t being compensated fairly, or you’re not happy with the effort vs return.  When you know your client and team needs you and you’re willing to stay for a price, don’t mess around.  Give them the real number or offer that will make it worth your while to stick it out for awhile.

Strategy 3  –  The Budget Cut

The re-structuring.  The downsizing.  The dreaded budget cut.  Whatever name you want to give it, this  can be terrifying  for a lot of professionals.  However,  if you’re  already thinking about leaving, so maybe it doesn’t have to be such a scary thing.  In fact, maybe it can be  extremely  positive for both  parties.

Strategy 4  –  The Ease Out

Still feeling weary  about leaving the organization.  Propose easing yourself out of the post.  Pick a time frame, maybe four weeks or so, and come up with a plan for slowly taking yourself out of the position.  This also allows you some time to slowly ramp down your time commitment.

Strategy 5 –  Burning Bridges in the Industry  

“Sometimes it’s about networking and being nice to people and not burning any bridges – but remembering to draw line where you must.”

There’s no harm in an early exit from a job you never plan to mention again or an interim role where you have clearly agreed on a start and finish date.  But if your manager is well connected to your industry you should try to leave on a good note.  Why? Because it’s a small world and the next hiring manager may put in a call to his or her former colleague  (a.k.a., your new manager) to get the unofficial scoop.  It happens, so if you’re going to leave anyway then try to fulfill your end of the deal.

Strategy 6  – Get Moving Fast

Imagine, for example, that you were hired to help the company manage multiple programmes and projects  across the globe, but a recent change in leadership means all efforts moving forward will be focused locally.

If you’re spending your days just trying to find ways to be productive or are undertaking a role you never signed up for, you have every right to pursue new opportunities. Of course, the first course of action should normally be to  discuss this with your manager to see if there are other roles you can take on. But if you know that this isn’t going to happen in the new world, get moving fast.

Strategy 7  – Your Dream Job Awaits

“When you’re being interviewed, always treat the interview as a 50-50 thing,” says Andy Dallas, a director at Robert Half International, recruitment consultants. “Ask what you can expect to be doing in your first week, month and three months. Ask what a successful year looks like.”

Dream jobs don’t come every day. So, if you have a chance at yours, take it quickly  and congratulate yourself for being strong enough to leave when you were unhappy.

Strategy 8 – Remeber to Be Patient  

We will not always be in a job we desire. Maybe you are fresh out of school and are working a job that has nothing to do with the degree you just earned. Maybe you are in a situation where you are working at a job where you are overqualified, overworked, and fed up. Maybe, for the most part, you love your job but get discouraged by the mundane tasks that take up time from doing the aspects of your job you love most.    

“Humble yourselves before the Lord, and he will exalt you.” – James 4:10 NIV

Here’s the thing: God will still use this season to grow, develop, and prepare you. Any season that humbles us is preparing us for what God has next.

Any thoughts to share?

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You Were Never Made to Be ‘Productive’

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.

Project Journal5

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’.

 

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35 Powerful Quotes That Will Inspire You to Be Successful

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

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

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

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

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A Day in the Life of a Project Manager

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

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

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

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

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

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

9:15 am: Time to get moving

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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65% of Mega-projects Fail

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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Taking the Right Path to Good Agile Implementations

1) A Wise Man Said Only Fools Rush In

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

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

2) Educated Stakeholders Make Excellent Allies

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

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

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

4) Gain Consensus on the Definition Of “Finished”

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

5) Build an Exceptional Cross-Functional Team

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

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

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

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

7) Retrospectives Need to Be a Main Priority

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

8) Start the Project with a Solution Architecture

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

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

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

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

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

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

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Top 10 Project Management Myths Debunked

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

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

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

Myth #1 – Contingency pool is  redundant  

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

Myth #2 – Project Management software is too expensive

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

Myth #3 – Project Management methodologies will slow us down

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

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

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

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

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

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

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

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

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

Myth #8 Project Managers  can wear multiple hats  

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

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

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

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

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

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

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

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10 Motivational Quotes to Get You Through Your Procurement Woes

10 Motivational Quotes to Get You Through Your Procurement Woes

Is your procurement project stuck in a rut?  

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

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

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

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

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

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

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

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

Bridge Crossing Modern Design
Bridge Crossing Modern Design

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

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

1. COST UNCERTAINTY

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

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

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

Contemporary Building Facade
Contemporary Building Facade

2. PLANNING PROCESS AND EARLY COMMITMENT  TO A SYSTEM

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

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

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

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

3. TIME INVESTMENT

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

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

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

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

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

4. INSUFFICIENT COMMUNICATION

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

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

5. INEXPERIENCE

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

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

Dome Construction Berlin
Dome Construction Berlin

6. SUPPLIER’S ROLE

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

7. ASSUMPTIONS

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

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

8. DEMONSTRATING THE BENEFITS OF MMC

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

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

9. FINANCIAL INCENTIVES

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

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

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.

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29 Awesome Quotes on Risk Management

29 Awesome Quotes on Risk Management
  1. If you treat risk management as a part-time job, you might soon find yourself looking for one ’- Deloitte white paper (Putting Risk in the Comfort Zone)
  2. I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people ’- Jeffrey R. Immelt
  3. Thoughtfully assessing and addressing enterprise risk and placing a high value on corporate transparency can protect the one thing we cannot afford to lose trust ’- Dale E. Jones, vice chairman and partner with Heidrick & Struggles
  4. We have no future because our present is to volatile. Will only have risk management ’- William Gibson
  5. Risk management is a culture, not a cult. It only works if everyone lives it, not if its practiced by a few high priests ’- Tom Wilson
  6. I think the rise of quantitative econometrics and a highly mathematical approach to risk management was the obverse of a decline in interest in financial history ’- Niall Ferguson
  7. There is no doubt that Formula 1 has the best risk management of any sport and any industry in the world ’- Jackie Stewart
  8. Stronger regulation and supervision aimed at problems with underwriting practices and lenders’ risk management would have been a more effective and surgical approach to constraining the housing bubble than a general increase in interest rates ’- Ben Bernanke
  9. If you don’t invest in risk management, it doesnt matter what business you’re in, it’s a risky business ’- Goldman Sachs president Gary Cohn
  10. Adventure without risk is Disneyland ’- Douglas Coupland
  11. Risk and time are opposite sides of the same coin, for if there were no tomorrow there would be no risk. Time transforms risk, and the nature of risk is shaped by the time horizon: the future is the playing field ’- Peter Bernstein, Against the Gods
  12. As population susceptibilities are better understood, we will be in a better position than we are in today to make informed decisions about risk management ’- Samuel Wilson
  13. Take calculated risks. That is quite different from being rash ’- General George Patton
  14. All courses of action are risky, so prudence is not in avoiding danger, but calculating risk and acting decisively ’- Niccolo Machiavelli
  15. Total enterprise risk management is critical, but implementing it is both expensive and easier said than done. Even the most sophisticated financial institutions are still basically silo risk managers ’- Danny Klinefelter, Professor and Extension Economist with Texas AgriLife Extension, Texas A&M University
  16. Playing it safe is the riskiest choice we can ever make ’- Sarah Ban
  17. The question of whether or to what extent human activities are causing global warming is not a matter of ideology, let alone of belief. The issue is simply one of risk management ’- Malcolm Turnbull
  18. Business people need to understand the psychology of risk more than the mathematics of risk  ’- Paul Gibbons,
  19. Risk comes from not knowing what your doing ’-Warren Buffett
  20. You have to take risks. You will only understand the miracle of life fully when we allow the unexpected to happen ’- Paulo Coelho
  21. Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs ’- Michael Porter, Competitive Advantage
  22. Risk management should be an enterprisewide exercise and engrained in the business culture of the organisation ’- OSFI Superintendent Julie Dickson, June 1, 2011 (courtesy Ethidex)
  23. Risk is our business ’- Oswald Grübel, CEO at UBS
  24. When our leaders accept the status quo, we run the risk of disaster ’- Max Bazerman from “Predictable Surprises”
  25. The concept of ‘inherent risk’ is impossible to measure or even define. The idea of looking at risk absent all hard controls, soft controls, or mitigations, provides little or no useful information in most cases ’- Todd Perkins (from Journal of Applied Corporate Finance – volume 19 number 4)
  26. It’s important to take risks but it’s idiotic to take them blindly ’- Terry Levine
  27. Fail to identify the strategic risks and you fail as a business, no matter how well you manage your operational and project risks ’- Keith Baxter
  28. Business as usual is business at risk ’- Deloitte white paper
  29. Risk management is the identification, assessment, and prioritisation of risks ’- Wikipedia

 

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