God Interest Ministries – Page 21

September 20, 2015July 1, 2022

Prefab Comeback

Prefab housing suffers from bad stigma due to the fact that some people saw the prefabs as ugly and characterless, and were afraid they would become slums – hardly the promised housing fit for heroes following the second World War. However, building homes from pre-made parts can save time and money. The term prefab or prefabrication often evokes thoughts of poor construction, substandard living conditions and a long-standing “temporary” solution.

Prefab dwellings are making a comeback driven by a lack of affordable housing, a rapidly growing economy and changing demographic trends.

Methods Methods of Construction (Mmc) Offer Significant Potential to Minimise Construction Costs

The term ‘Modern Methods of Construction‘ refers to a collection of relatively new building construction techniques that aim to offer more advantages over traditional construction methods. Off-site construction (OSC) is a modern method of construction, based on off-site manufacturing of building elements.

With exponentially lower construction costs, quicker construction, reduced labor costs and having the ability to achieve zero defects, MMC is gaining a lot of attention as the potential answer to the UK’s housing crisis.

In a valiant attempt to strip away prefabricated housings’ bad rep are MMC with contemporary sleek designs, and constructed to withstand the test of time. MMC housing has the capability to deliver both quality and quantity housing to the tune of ‘ £50,000 per unit.

MMC units hold the promise of being extremely energy efficient and environmentally sustainable. Many versions of MMC take into account how to utilise natural resources and reduce each unit’s carbon footprint. In addition, MMC also addresses environmental concerns by creating much less waste than a standard brick-and-mortar project. While it is plausible that a traditional build could hire a waste removal company who would have the ability to recycle up to 90 percent of the construction waste; with MMC projects, this will automatically happen.

There have already been a number of successful examples of MMC housing constructed in various parts of the United Kingdom. The M-house (pronounced “mouse”) is designed and constructed to last an upwards of 100 years. While Architect Alford Hall have created quality MMC apartment buildings proudly showcasing a patio and private entrance for each flat.

While many of the MMC homes are still in their early years the upkeep and maintenance will be reduced by 50% since the OSC process lowers the risk of non-conformities.

MMC homes are being fabricated and designed to accommodate many different lifestyles, such as, two-story homes, tall six-story apartment buildings, single-family homes and log cabins are all available options for families looking at MMC.

While there is a plethora of design options available all MMC OSC projects have a common theme. The internal workings of the homes are fabricated off-site, while only the “outer skin” comes to fruition on-site. To even further streamline the process, it has been suggested that having a “catalog of pre-selected materials increases supplier relationships and makes the design process more streamlined.”

With the small sample available with progressive MMC systems, it is currently reasonable to conclude that using modern methods of construction to build homes can cost more than traditional home building procedures; due to the need for specialised MMC design consultants. However, outside of costs, MMC remains a faster home building method than traditional brick and block house building and is slowly becoming a relevant front-runner to answer the UK’s housing shortage.

September 18, 2015July 1, 2022

75 of the Most Inspirational Leadership Quotes

September 16, 2015July 1, 2022

Manage Your Project More Effectively Now

There are a few who get project management right from the outset, but for many it’s a minefield. In theory, project management seems easy, but it’s not as straightforward as it seems. If you’re like the majority of people, you follow what seems like a simple project management process. You start by setting your budget, you choose the right people to join the team, and hope the project gets completed without too many hitches along the way.

But, realistically speaking, project management is nothing like this – it’s hardly ever so straightforward. Mistakes are made. You might choose the wrong people to complete the project. Your team might have no idea what’s expected of them or what the project goals are, or in some cases they might even receive conflicting information, which puts the whole project in jeopardy. Sometimes the scope of the project changes, and because of everything else that’s going on, your team is unable to fulfill the requirements and meet the project deadlines.

It happens, and you’ve got to be prepared for any situation while working together towards the common goal – successfully completing the project.

Don’t throw in the towel just yet. It might seem daunting, but there are few surefire tricks of the trade which businesses and project managers can implement to better their chances of successfully completing a project on time and within budget.

1. Know the Project Details Well

Before starting, you need to create a thorough project scope that outlines every single thing. This then needs to be approved by every stakeholder involved.

Your scope needs to have as much detail as possible such as the short-term milestones, deliverable dates, and a budget outline. It makes sense really. The more detail it includes will improve your odds when it comes to completing the project successfully.

What’s more, you’ll also improve your relationship with your client throughout the whole project process from the beginning right through to the end. Of course every project will encounter a few changes along the way – this is the norm, but having a detailed plan will help you manage your client better when something is off course.

Choose your Project Team Members and Size Wisely

2. Choose your Project Team Members and Size Wisely

Naturally, if you want your project to be a winner, you need the right people for the job, which includes having the right project manager on board. Keep your team as small as possible – size does matter; so don’t let anyone else tell you otherwise.

The smaller the team, the better the communication. It also eases the stress and takes the pressure off the project manager. With a smaller team made up of the right people, the project manager will be able to organise their group without losing sight of all the details and work that’s needed doing. So, if you really want to have an effective project, limit your group’s size and only use those people and their skills that can benefit the project.

3. Highlight your Expectations from the Outset

You need to outline what you expect and what the client expects, which includes all the milestones, from the very beginning. Setting more milestones more frequently will allow you to follow the project’s progress more effectively. This way you’ll be able to jump on things quickly when they begin to go off scope, allowing you and your team to remain on target and on time.

Setting frequent milestones in a project will also allow you to review your spending and the investment thus far, which in turn will help you stay within the budget.

Milestones remove any ambiguity. They allow people to stay on target and there’s less risk of derailing the project.

Milestone setting should be a team effort. Everyone should be on board, so there won’t be any excuses later on down the line.

4. Does your Team Know what They’re Doing?

It may sound like a given, but it’s really important to be crystal clear from the beginning regarding people’s roles in the project. In other words, you need to highlight who is responsible for what, and what their deadline or deadlines are.

Things can get complicated with many people working on the same task. Sometimes things get misinterpreted or lost in translation. Avoid anyone being confused by clearly stating who should do what right from start, and make sure you enforce accountability.

You don’t need to worry about manually managing such tasks, as there are plenty of easy-to-use online task management programmes that can do this for you, so embrace technology and ease your pressure.

You may think it’s a waste of time spelling it all out, but this ensures that the full scope of the project is understood, people are clear of their role and individual and collaborative timelines. This is the key to keeping people on task and motivated.

5. Stop Micromanaging

It’s important to constantly touch base with your team members. However, there’s a fine line between supporting them and breathing down their necks. Give them space instead of micromanaging. Empower your team, trust them, and you’ll get their best work.

6. Use a Reliable System to Manage the Project

Communication is key. Most people rely on emailing, but when it comes to managing a big project with a number of different people working on it, this can hinder the project’s progress. Constantly referring back to old emails and previous correspondence is only going to waste precious time. Use software that keeps everything in one place from communication to any project information and updates. This will save you and your team a lot of time and money.

Motivate your Team

7. Motivate your Team

Everyone works better with positive reinforcement. Set milestones and reward when they’re reached. Your milestones will keep all people on track. Celebrate milestones together, but be sure to also recognise those who can’t meet them.

8. Frequent Short Meets to Stay on Track

It’s a project with many people collaborating, so holding regular meetings is a must. This is the only way to ensure that everyone and the project are on track. But you need to keep it short and sweet. Don’t meet for the sake of meeting. Have an agenda and stick to it. If you’re doing your project virtually, it’s even more important to touch base on a regular basis, so keep those communication lines open.

People do tend to go on at times when given the floor, so give everyone a set time to speak and make sure you all stick to it.

9. Allow Time for Change

No project ever runs 100% smoothly and specifications do change along the way. So to avoid the unnecessary stress and running around frantically, do some forward thinking, and set aside a certain amount of time for any changes in the scope – you’ll thank yourself for doing so in the end!

September 12, 2015July 1, 2022

2 Ways Residential Elderly Care Providers Can Drive Growth

The care sector is growing fast. People are its most valuable asset and investment in care-home developments is being fuelled by an ageing population and a growing demand for specialist skills.

Scalability and Replication Have Now Become the Building Blocks That Will Enable Residential Elderly Care Providers to Sustain Growth, Deliver Successful Change and Achieve High-quality Service Outcomes

Dean Jones, former Investment Growth Programme Manager for Care UK offers insight into how REC providers can take advantage of market opportunities by building a sustainable and scalable system. Jones’ experience includes programme managing a £250 million investment-growth programme from 2012 to 2015, which involved building and commissioning 20 new state-of-the-art care homes and their services. He also oversaw a £60 million 3-year investment in a Suffolk programme, for the building of 10 new care homes and 10-day clubs and bringing much needed additional nursing and dementia-specialist care to the community.

REC Providers Can Develop Their Own Blueprints to Replicate and Scale Growth

REC providers can learn much from Jones’ involvement with scaling successful care homes. In his work at Care UK, Jones employed innovative ideas for evolving the next generation of care homes and introducing a competitive edge through unique selling points to harness market potential. The trendsetting programmes have led to phenomenal success, with more than 30 new homes built over a five-year period, a level of growth rarely seen in this sector. Jones describes how REC providers can develop their own blueprints to replicate and scale growth.

Building a foundation

The organization relied on a guiding principle as it developed a scalable system. It consisted of a toolkit that would outline how to manage projects and launch new homes, along with the standard of care the organization expected once a home is operational. The first system in the toolkit, the Project Management Blueprint (PMB) consisted of methodologies, processes and systems that would guide the creation of an ambitious and exciting growth pipeline for new homes.

The Blueprint ensured that the programme and project’s team resources would deliver high-quality outcomes through the practice of sound project management, both at a programme and individual project level. However, the Blueprint was just one of three tools the organisation would use to govern the commissioning and operation of new care homes. The other tools, a Home Manager Launch Manual (LM) and a suite of Standard Operating Procedures (SOP), complemented the programme on the whole.

Building the Capability to Service the Demand Is the Key to Driving Growth

The blueprint

Creating the demand for growth and the environment for change is not enough to generate scalability. According to Jones, building the capability to service the demand is the key to driving growth. Instead of control, managers need to:

Introduce a framework and certainty about processes.
Implement repeatable best practices.
Build the ability to drive quality.
Equip people to do the best job possible.
Introduce a suite of project documents that directly suit the organisation’s purposes while ensuring consistence use.
Increase efficiency and productivity.

As a result of the Blueprint, Care UK was able to construct the building blocks for scalability and replication that would encourage change, growth and quality outcomes. When the foundation of an organisation is built on highly standardised and formal processes underpinned by highly developed performance-monitoring systems and the ability to control quality, it has a scalable business model. Another component involved in the process, evolving the product offerings through a process of service innovation enabled Care UK to apply standardised business-model concepts.

The requirements

Building a methodology for scalability involves considering project and business requirements first. Then, the organization can develop a system that meets the business and management-style needs to deliver successful outcomes. Jones employed a methodology that outlined the standard project-management methods to be used, and practices and guidelines to follow when managing new-home opening projects and business-transformation projects. With a disciplined, well-managed and consistent methodology, Care UK promoted the delivery of quality products and services, on time and within budget for each location.

The essential benefit of adhering to such a defined project- and programme-management methodology is the ability to demonstrate repeatable successes, rather than learning the same difficult lessons again and again. The objective of the methodology ensures that each new home opening was delivered to the highest possible standards via:

High-quality product or service that adheres to the business case.
Excellent standards of care and service.
Financial performance that achieves or exceeds the business case.
Homes or change initiatives delivered on time.
Projects executed on budget.

Relationships

Effective working relationships are also critical to the success of large-scale projects. Management tactics based on a matrix structure ensure that functional and operational resources are aligned across the business. This approach results in significant advantages, as it enables effective and responsive participation from different parts of the organisation that have specialist expertise. In Jones’ matrix, people from different parts of the business took a lead role in managing a specific work stream and were known as Work Stream Leaders. Jones also adopted the RACI technique for identifying functional areas, key activities and decision points where ambiguities exist.

Project Lifecycle

The management of any large, complex project is made easier when broken down into more manageable chunks. This unique approach to the project’s lifecycle enabled Jones’ to establish clear controls, e.g. review points, or gateways, at which to consider progress before moving on to the next phase. The Care UK project lifecycle methodology consisted of five distinct stages, with each stage considered as a sequence, providing the structure and approach to progressively deliver the required outputs.

Risk and issue management

Focusing on critical risk issues helps programme managers mitigate threats. Regularly planning and leading benefit reviews helps organizations drive success and ensure that profits aren’t eaten up by largely avoidable risks. For example, a slight reduction to a home’s expected average weekly fee (AWF) – although based on a more up-to-date market analysis – could have a detrimental effect on the bottom line. However, if this market analysis re-evaluation were to take place at the pre-planning stages, then the organization has an opportunity to review down spec. Key decisions like these must be managed with due diligence and care, by referring to the original business case and using a clearly defined change-control process, and then directing such matters to the programme board for approval.

Recommendations

Programme managers embarking on a scalability journey should note that before diving into the planning of a system of methodologies and processes, it’s important to first understand what needs to be fixed. Jones began his appointment at Care UK by working with a small team. They spent time getting into the nitty gritty of launching care homes, reviewing checklists, liaising with the Care Quality Commissions (CQC), and understanding the business and identifying gaps. Only then did he present the findings and gain support for the project’s Blueprint. Managers also need to understand the organisational culture in which they operate, and then adapt their approach accordingly. Finally, gaining senior management trust is another critical step, as approval and support helps form links throughout the organization – including the lower-management levels.

Successful organizations need managers with a breadth of knowledge – not necessarily construction management expertise – to successfully drive the outcomes of the project. They also require some understanding of IT systems, staff, marketing strategy and more. Only then will the organisation reap the strategic benefits of higher management-level expertise. With the right approach to project management and creating repeatable systems, care home organizations can seize market conditions and drive growth, while delivering quality outcomes through scalable building blocks.

January 11, 2002July 1, 2022

The Ideal Home Exhibition: Live-in Quarters

The Ideal Home exhibition has not always been the first place to look for cutting edge housing design in recent years. But in 2002 two ground-breaking apartments were demonstrated – the Live-in Quarters concept house and the Space over keyworkers prototype. Over 10,000 visitors to the exhibition registered their interest in gaining further information when construction started, thus proving the enormous demand for high-quality accommodation of this kind.

Live-in Quarters (LQ) is both developer and manufacturer waiting to supply the London market. It has produced a family of concept houses for low-cost accommodation designed to suit single people and key workers. It has been set up specifically to deal with the problems of London and anticipates high rise schemes of six to 12 stories built in a galvanized lightweight steel frame. LQ propose to have their own factory located in East London. LQ customers are seen as those who wish to get on to the first rung on the property ladder, frequently key workers and single people earning less than £30,000 a year. They took a brief from Keep London Working, the result of which was the 26m2 flat exhibited at the Ideal Home Exhibition which provided total privacy and security with individual showers, WC, and kitchens. They also exhibited a two-story unit where the first floor contained an executive 33m2 studio. In addition to the normal options for mortgage purchase, shared equity and rent, they are planning to offer a new form of tenure called equity rent. In simple form, this enables residents to convert their rent into a percentage of the equity depending on the period of time they stay in the property without any risk of negative equity.

Architect: The Design Buro, Levitt Bernstein