Atkins has been chosen as the sustainability consultant to develop an environmental sustainability target for Old Oak Common, a £26bn urban redevelopment in London.
“Gentrification has profoundly influenced religion. In the context of Christianity, of course, gentrification takes on a new, existential dimension.”
At five times the size of the King’s Cross redevelopment, Old Oak and Park Royal is London’s largest opportunity area and urban regeneration investment project with an estimated worth of £7bn per annum to the UK economy. Old Oak and Park Royal has the potential to create up to 25,500 homes and some 65,000 jobs, constructing a transport hub to link Crossrail, National Rail and High Speed 2.
Atkins will create a set of sustainability targets to be used for the development in partnership with Old Oak and Park Royal Development Corporation (OPDC) and its cost control and project management advisor Faithful+Gould. The sustainability targets will be based on six core themes comprising urban form and public space, transport, energy, waste and materials, water, and access to nature, watercourses and green spaces.
Flexibility and adaptability will be a key focus area when developing the sustainability targets together with the combination of green infrastructure with urban planning and design, and the role of fast developing smart technologies.
“The Sustainability Targets Are Expected to Be Used for Anything up to 20 to 50 Years’ and Will Involve a Sensible Combination of ‘Open-Minded Thinking with Real-World Analysis.”
Sean Lockie, sustainability director at Faithful+Gould, said: “Old Oak and Park Royal is a massive opportunity for London to do things that haven’t been done before. “It means creating a vision which sets out clear goals, such as being healthy to live in, flexible over time, affordable, comfortable, and being energy and resource efficient, and then taking a systematic approach to delivery. “We’ll need to come up with some new business models to achieve this but in doing so we have a great opportunity to make a real difference in people’s lives.”
Atkins will lead stakeholder engagement workshops with the OPDC, designers and the local authority until August 2016 and is set to deliver its sustainability report to the OPDC in September 2016.
“Is urban regeneration about more than the material?” It’s about a piece of heaven on earth ”¦ where true expressions of what Jesus did or how he lived actually articulates itself into society.”
Everyone wants to be a success. I have never met anyone who purposely set out to be a failure. Undoubtedly, this is why so much has been written on the topic “How to be a Success” and why these books are so popular.
However, The New Day daily newspaper closed just nine weeks after launching, Trinity Mirror confirms.
The New Day was a British compact daily newspaper published by Trinity Mirror, launched on 29 February 2016. It was aimed at a middle-aged female audience and was politically neutral. The editor, Alison Phillips, intended readers to get through the newspaper in under 30 minutes.
The new paper was initially available for 25p for two weeks, then rising to 50p. Two million copies of the New Day was given away on the first day, as the turquoise-branded upstart attempted to spark a revival in readership and gain ground against the mid-market Mail and Express offline.
Arrogance about their own ability to rescue a situation can prevent leaders from changing course
The New Day had no leading articles, no website, and columnists and believed it could successfully drag readers back to print? The sad truth is that it did not attract enough attention and failed to create a daily newspaper that could co-exist in the digital age, especially as tabloids and broadsheets continue to suffer a significant circulation decline.
Shareholders at Trinity Mirror’s annual meeting called the failure “demoralising”. Analysts said it was “embarrassing”.
Assume for a moment that the leaders of The New Day had no idea about the changes swamping the print media as a result of the digital revolution, and carelessly decided to invest millions into the venture without undertaking a risk assessment and also decided to ignore every indication that the paper was failing. That would have been embarrassing and demoralising.
However, the leaders decided to fail quickly and shut down the project they started.
Abandonment is a rare, difficult and a valuable management skill. The natural instinct of most people is to persist, particularly when the project is a collective commitment, as most corporate ventures are, but then it becomes even harder to hit the red “stop” button.
The New Day’s editor, Alison Phillips, said in a statement posted on Facebook that the team “tried everything we could” but were unable to reach the figures needed to make it work financially.
We dread failure. We don’t like talking about it. Some of us will internalise and rethink our failures in our heads time and time again. Others will swipe them away, moving onto the next thing immediately. In the public, we prefer sweeping our failures under the rug, silently, while nobody is watching.
While this might save our feelings momentarily, this is not the way learn and innovate.
According to Albert Savoia – ex Googler and innovation expert, most project innovations will fail.
“Most New Things Will Fail – Even If They Are Flawlessly Executed.” – Albert Savoia – Ex Googler
Does this mean you should stay away from trying new things (and failing in the process)? Certainly not. It just means you need to accept failure will inevitably be a part of the process.
In most cases, however, a combination of arrogance about personal ability to rescue the situation and blindness to the lengthening odds of success stops leaders from changing course.
The natural lifespan of most projects is finite, and the rarities are companies that survive.
The Art of “strategic Quitting” Will Become More Important as Careers Fragment and Companies Exert More Discipline
So if an idea is doomed, organisations usually treat the person who pulled the plug early on as a hero right? Not exactly, it’s complicated.
Roy Greenslade, Professor of Journalism at City University London, wrote a report in The Guardian explaining how The New Day had failed. He pinpointed the error of marketing a newspaper to people who inherently despise newspapers, and the short period of time between the announcement and launch, leaving no time to advertise the product. It was also published early in the evening thus missing out on late-night breaking news such as Leicester City F.C.’s shock win of the Premier League.
“Nothing so powerfully concentrates a man’s mind on innovation as the knowledge that the present product or service will be abandoned in the foreseeable future.” – Peter Drucker
The first thing the Bible wants to say is that all of us have failed. None is without failure. If you think you haven’t failed, two things are true of you. One is you are blind to your failures and the other is you probably haven’t taken enough risks to try enough hard things so that you would be aware of your failures.
Peter Drucker’s influence on business management is legendary. Peter realised that “systematic abandonment” a regular, unsentimental spring-clean is critical to the fostering of new business ideas.
Conclusion, every organization needs to have a regular “rummage sale” to determine which products, services, and programs are worth keeping and which ones must be abandoned.
The Nigerian construction industry is mostly concerned with the development and provision of projects such as roads, bridges, railways, residential and commercial real estates, and the maintenance necessary for the socio-economic developments contributes immensely to the Nigerian economic growth (Bureau of Statistics, 2015). Butcher and demmers (2003) described projects as an idea which begins and ends by filling a need. However, a project fails when its idea ends without meeting the needs and expectations of its stakeholders.
Nigeria Has Become the World’s Junk – Yard of Abandoned and Failed Projects worth Billions of Naira!
Hanachor (2013), revealed that projects form part of the basis for assessing a country’s development. However, a damming report from the Abandoned Projects Audit Commission which was set up by the Ex-President Goodluck Jonathan in 2011 revealed that 11,886 federal government projects were abandoned in the past 40 years across Nigerian (Abimbola, 2012). This confirmed the assertion by Osemenan (1987) “that Nigeria has become the world’s junk –yard of abandoned and failed projects worth billions of naira”.
Abandoned projects including building and other civil engineering infrastructure development projects now litter the whole of Nigeria.
Physical projects do not only provide the means of making life more meaningful for members of the community where the projects are located, successful projects also result in empowerment and collective action towards self improvement (Hanachor, 2013).
This Issue of Abandonment Has Been Left Without Adequate Attention for Too Long, and Is Now Having a Multiplier Effect on the Construction Industry in Particular and the Nigeria’s National Economy as a Whole. (Kotngora, 1993)
PROJECT FAILURE
Project Failure might mean a different thing to different stakeholders. A project that seemed successful to one stakeholder may be a total failure to another (Toor and Ogunlana, 2008). Some stakeholders, more especially the project users and some private owners, think of failed projects as a situation where a completed building project collapsed, a situation where by a completed dam project stopped working after few days of completion, or a completed road project that broke down after few months of completion. Other experienced stakeholders, such as engineers and architects conform to the iron triangle by Atkinson (1999) which states that the most strategically important measures of project failure are “time overrun”, “cost overrun”, and “poor quality”.
Turner (1993) noted that a project fails when the project specifications are not delivered within budget and on time;the project fails to achieve its stated business purpose; the project did not meet the pre-stated objectives; the project fails to satisfy the needs of the project team and supporters; and the project fails to satisfy the need of the users and other stakeholders. Lim and Mohamed (1999) cited in Toor and Ogunlana (2009) clarified that there are two possible view points to project failure namely; the macro-level and the micro-level. They further explained that the macro view point reviews if the original objectives and concepts of the project was met. Usually the end users and the project beneficiaries are the ones looking at the project failure from the macro view point, where as the project design team, the consultants, contractors, and suppliers review projects from a micro view point focusing on time of delivery, budget, and poor quality.
In the early 1990s, the failure as well as the success of any project was determined by the project duration, monetary cost, and the performance of the project (Idrus, Sodangi, and Husin, 2011). Belout and Gauvrean (2004), also confirmed that the project management triangle based on schedule, cost, and technical performance is the most useful in determining the failure of a project. Moreover, a project is considered as an achievement of specific objectives, which involves series of activities and tasks which consume resources, are completed within specifications, and have a definite start and end time (Muns and Bjeirmi 1996, cited in Toor and Ogunlana, 2009). Reiss (1993) in his suggestion stated that a project is a human activity that achieves a clear objective against a time scale. Wright (1997) taking the view of clients, suggested that time and budget are the only two important parameters of a project which determines if a project is successful or failed. Nevertheless, many other writers such as Turner, Morris and Hough, wateridge, dewit, McCoy, Pinto and Slevin, saarinen and Ballantine all cited in Atkinson (1999), agreed that cost, time, and quality are all success as well as failure criteria of a project, and are not to be usedexclusively.
FACTORS OF PROJECT FAILURE
Cookie-Davies (2002) stated the difference between the success criteria and the failure factors. Hestated that failure factors are those which contributed towards the failure of a project while success criteria are the measures by which the failure of a project will be judged. The factors constituting the failure criteria are commonly referred to as the key performance indicators (KPIs).
Timeand Cost Overrun
The time factor of project failure cannot be discussed without mentioning cost. This is because the time spent on construction projects has a cost attached to it. Al-Khali and Al-Ghafly, (1999); Aibinu and Jagboro, (2002) confirmed that time overrun in construction projects do not only result in cost overrun and poor quality but also result in greater disputes, abandonment and protracted litigation by the project parties. Therefore, focus on reducing the Time overrun helps to reduce resource spent on heavy litigation processes in the construction industry (Phua and Rowlinson, 2003). Most times, the time overrun of a project does not allow resultant system and benefits of the project to be taking into consideration (Atkinson, 1999). Once a project exceeds the contract time, it does not matter anymore if the project was finally abandoned or completed at the same cost and quality specified on the original contract document, the project has failed. Furthermore, Assaf and Al-Hejji, (2006) noted that time overrun means loss of owner’s revenue due to unavailability of the commercial facilities on time, and contractors may also suffers from higher over heads, material and labour costs.
Poor quality/Technical Performance
The word “Performance” has a different meaning which depends on the context it is being used and it can also be referred to as quality. Performance can be generally defined as effectiveness (doing the right thing), and efficiency (doing it right) (Idrus and Sodangi, 2010). Based on this definition of performance, at the project level, it simply means that a completed project meets fulfilled the stakeholder requirements in the business case.
CAUSES OF PROJECT FAILURE
A lot of research studies have investigated the reasons for project failures, and why projects continue to be described as failing despite improved management. Odeh and Baltaineh, 2002; Arain andLaw, 2003; Abdul-Rahman et al., 2006; Sambasivan and Soon, 2007; all cited in Toor and Ogunlana, 2008, pointed out the major causes of project failures as Inadequate procurement method; poor funding and availability of resources; descripancies between design and construction; lack of project management practices; and communication lapses
The contract/procurement method
A result obtained from two construction projects which were done by the same contractor but using different procurement methods showed that rework, on the design part which occurs when the activities and materials order are different from those specified on the original contract document, makes it difficult for the project to finish on the expected time (Idrus, Sodangi, and Husin, 2011). This is as a result of non-collaboration and integration between the design team, contractor, and tier suppliers. The rework on the design portion has a huge impact on project failure leading to the time overrun. The traditional method of procurement has inadequate flexibility required to facilitate late changes to the project design once the design phase of the construction project has been concluded.
Nigerian most widely used procurement method is the traditional method of procurement (design-bid-construct) which has been confirmed to be less effective to successfully delivery of a construction project (Dim and Ezeabasili, 2015). And, the world bank country procurement assessment report (2000) cited in Anigbogu and Shwarka, (2011) reported that about 50% of projects in Nigeria are dead even before they commence because they were designed to fail.
The way the construction projects are contracted, in addition to the way the contracts are delivered, contributes to the causes of projects failure. Particularly, among the methods of project contracting is lump-sum or a fixed-price contracting method, in which the contractor agrees to deliver a construction project at a fixed price. The fixed-price contract can be low-bid or not however, once the contract cost has been agreed upon the contract award, it cannot be changed. And, contractors are expected to honor and deliver the contract agreement, failure to do so can result in a breach of contract which can result in the contractor being prosecuted.
Awarding a contract to an unqualified personnel also contributes to project failures. When a contractor places more emphasis on money and the mobilization fee after a construction project has been initiated instead of getting the right workforce and skilled professionals that will execute the project. Instead the workforce chosen will often not be base on competence and required skills rather it will be based on availability. Moreover, poor strategy and planning by contractors who have overloaded with work also contributed to one of the causes of project failure.
Poor funding/Budget Planning
A lot of public projects in the Nigerian construction industry failed as a result inadequate funding, and the difference between the national annual budget and the budget actual released. Most of the Nigerian public projects are signed even before the actual release of the national budget. The difference in budget of the contracted project and the actual budget release can get the contracted company stuck as a result of inflation of prices, scarcity of construction material at the time of the budget release and mobilization to site. Also un-planned scope of work which can be as a result of the contractor working on another contract when he is called back to mobilization to start work. Moreover, poor budget planning is a regular mistake made by some contractors by not undertaking feasibility assessments before starting the design. The construction project should be planned according to the available resources and not according to the unrealistic expectations a client has in mind.
Discrepancies Between the Design and Construction
Limited collaboration between the contractors, engineers, and the architect results in discrepancies between the project designs and construction on site, and further leads to rework. Changes on a project designs, and changing to the scope of work in the middle of construction processes on site can be dangerous, and can lead to time overrun, increase in cost, and most of all can lead to abandonment. Moreover, many cases have been seen where the designs from the architects are not buildable on site, whileIn some cases, most contractors are unable to adequately specify the scope of work for the construction processes on site. Therefore any default on the design by the architect can be an opportunity for the contractor to make more money which might cause the project duration to exceed the time specified on the contract document.
RESEARCH METHODOLOGY
This research starts with a general reasoning or theory which says that the major cases of project failure in the Nigerian construction industry are defined based on time overrun and cost overrun. The findings from the data analysis will help on the decision to accept the theory or not. The research data was collected from the progress report for the month ending of October, 2015 published by the Nigeria of Federal Ministry of works on thirty-nine on-going highway construction projects at the South-South geopolitical zone. The table 1 below shows the information on the data collected which comprises of the project title, contract Number, project description, the contractor that was awarded the projects, the date of project commencement, date of completion and the extended date if any. The scheduled time for each project was specified as follows: project commencement date labeled as “a”,project completion date labeled as “b”, and the extended date labeled as “c”.
Table 1: The analyzed data on the highway project at the South-South zone in Nigeria.
DATA ANALYSIS
The data analysis was done with the use of Microsoft excel. The analysis started by obtaining the number of days between the date of commencement of each project and the date of completion to show the duration of each highway project. And, the number of days between the project completion date and the extension date showed the time-overrun. The project duration and the extended days were obtained with the use of NETWORKDAYS function in Microsoft Excel which calculates the number of working days between two dates excluding weekends and any dates identified as holidays.
The standard deviation between the specified project duration for each highway projects and the extended days was calculated to obtain the extent to which each highway project contract failed on its time of delivery. This was denoted as the degree of failure. The table 1 above showed the projects ranking which was done based on the degree of failure of all the highway projects. The highway projects that were ranked from one to sixteen have low degree of failure and are represented with green color, while the rest are those with high degree of failure and are represented with red color.
FINDINGS
The findings made showed that the successfully completed highway projects have no extended days or time overrun, and the successful on-going highway projects are still on schedule and have no extended days unlike the on-going highway projects that have already failed as a result of the extended dates. Other projects have been abandoned because they have exceeded the delivery date as specified on the contract document, and have no extended date of completion. Thus, no work is going on.
Figure 1: Abundance of failed highway projects at south-south zone, Nigeria.Figure 2: On-going failed highway projects
Figure 2 above showed that 14% of highway projects are still on-going projects because they have not exceeded the original date of completion as specified on the contract document. However, they are heading towards failure because they have been given an extended date of completion which can be as a result of some critical activities running behind schedule, causing delay on the critical path network of the projects. Moreover, the other 86% completely failed because they have exceeded their completion date specified on the contract document.
Figure 3: Successful on-going highway projects
The figure 3 above showed that 63% of the successful highway projects are still on-going because they have not exceed their completion dates, and they are not yet completed. However, those on-going highway projects might end up as failed projects as a result of poor funding, discrepancy between the design and the construction on site, and conflict between the construction parties or stakeholders.
“Say what you will do, and do what you said” or “Say as you will do it, and do it as you said”
CONCLUSION AND RECOMMENDATION
The idea of knowing what a failed project is, the factors and the causes is very important in project management. Success in project management can neither be achieved nor measured without the knowledge of project failure, its factors, and causes in the Nigerian construction industries. This work has shown that project failure is as a result of exceeded time of delivery, cost overrun, and poor quality. However, the analysis was only done based on exceeded time of project delivery because of the nature of the data collected.
This work suggested a few approaches to help reduce the number of failed projects in the Nigerian construction industry if properly implemented. Firstly, Having good collaboration between the project stakeholders involved in a construction project at the early stage of project conception is most important in order to accomplish the project objectives, and deliver the project on time, within budget, and quality specified on the original contract document (Othman, 2006).
Secondly, Adopting the ISO 9000 technique which is used for quality management will also help in achieving a successful project delivery. This technique states “ say what you will do, and do what you said” or “say as you will do it, and do it as you said”. This technique is not an indication of high quality but it promotes control and consistency which leads to specialization, and improved productivity and quality. Also, adopting the principles of lean construction will help to reduce waste within the construction and stream-line activities in order to improve the on-time delivery of projects.
Thirdly, Learning from the precedent failed projects, how those projects failed, and the reason for their failures. This will help the project manager to plan and mitigate the risks of project failures in the future. And, finally, more seminars and workshops will help to educate and enlighten clients (the federal government representatives), users, contractors, engineers, and architects on what is project failure, the factors that contributes to abundant failed projects, and their causes.
REFERENCE
Abimbola, A. (Novermber 24, 2012). About 12,000 Federal Projects Abandoned across Nigeria. Premium times (November 16, 2015). Retrieved from www. Premium timesng.com/news/108450-about-12000-federal-projects-abandoned-across-nigeria.html.
Al-Khali, M.I and Al-Ghafly, M.A. (1999). Important Causes of Delays in Public Utility Projects in Saudi Arabia. Construction management and Economics, 17, 647-655
Aibinu, A.A and Jagboro, G.O. (2002). The Effects of Construction Delays on Project Delivery in Nigeria Construction Industry. International journal of Project management, 20(8), 593- 599.
Anigbogu, N. and Shwarka, M. (2011). Evaluation of Impact of the Public Procurement Reform Program on Combating Corruption Practices in Public Building Project Delivery in Nigeria. EnvirontechJournal, 1(2). 43-51.
Assaf, S. and Al-Hajji, S. (2006). Causes of Delays in large Construction Projects. International Journal of Project Management, 24, 349-357.
Atkinson , R. (1999). Project management: Cost, time, and quality, two best guesses and a Phenomenon, it’s time to accept other success criteria. International Journal of project Management, 17(6), 337-342.
Belout, A and Gauvrean, C. (2004). Factors Influencing the Project Success: The impact of human resource management. International Journal of project Management, 22, Pp. 1-11.
Butcher, N. and Demmers, L. (2003). Cost Estiumating Simplified. Retrieved from www.librisdesign.org.
Cookie-Davies, T. (2002). The Real Success Factors on Projects. International Journal of Project management, 20(3), 185-190.
Dim, N.U. and Ezeabasili, A.C.C (2015). Strategic Supply Chain Framework as an Effective Approach to Procurement of Public Construction Projects in Nigeria. International Journal of Management and Susutainability, 4(7), 163-172.
Hanachor, M. E. (2012). Community Development Projects Abandonment in Nigeria: Causes and Effects. Journal of Education and Practice, 3(6), 33-36.
Idrus, A., Sodangi, M., and Husin, M., H. (2011). Prioritizing project performance criteria within client perspective. Research Journal of Applied Science, Engineering and Technology, 3(10), 1142-1151.
Idrus, A. and Sodangi, M. (2010). Framework for evaluating quality performance of contractors in Nigeria. International Journal of Civil Environment and Engineering. 10(1), 34-39.
National Bureau of Statistics (January, 2015). Nigerian Construction Sector Summary Report: 2010-2012.
Kotangora, O. O. (1993). Project abandonment, Nigerian Tribune.
Osemenan, I. (1987). Project Abandonment. New Watch Magazine, Vol. 1, pp. 15.
Phua, F.T.T and Rowlinson, S. (2003). Cultural Differences as an Explanatory Variable for Adversarial Attitude in the Construction Industry: The case of HongKong. Construction Management and Economics, 21, 777-785.
Reiss, B. (1993). Project Management Demystified. London: E and FN Spon Publishers.
Toor, S. R. and Ogunlana, S. O. (2008).Problems causing Delay in Major Construction Projects in Thailand. Construction management and Economics, 26, 395-408.
Toor, S. R. and Ogunlana, S. O. (2008). Critical COMs of Success in Large-Scale Construction Projects: Evidence from Thailand constructuction industry. International Journal of Project management, 26(4), 420-430.
Toor, S. R. and Ogunlana, S. O. (2009).Beyound the “Iron Triangle”: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project management, doi: 10.1016/j.ijproman.2009.05.005.
Toor, R. and Ogunlana, S. (2009). Construction Innovation: Information, process, management. 9(2), PP. 149-167.
Turner, J. R. (1993). The Handbook of project-Based Management: Improving the process for achieving strategic objective. London, McGraw-Hill.
Wright, J., N. (1997). Time and Budget: The twin imperatives of a project Sponsor. International Journal of Project Management, 15(3), 181-186.
Professor Pavel Matousek, a Science and Technology Facilities Council (STFC) Senior Fellow and Chief Scientific Officer of Cobalt Light Systems Ltd, has pioneered revolutionary techniques for analysing the chemical composition of materials and co-founded a highly successful spin-out company. He has helped develop and commercialize award-winning laser technologies that detect liquid explosives at airports, rapidly check the quality of pharmaceutical products, and that may one day non-invasively diagnose breast cancer. Pavel states:
“I Am Very Excited about What I Do and Driven to Answer Questions in Front of Me, Unravel Complex Problems and Deliver Something Useful to Society.”
STFC science writer James Doherty meets the Laser Man.
Pavel, what first got you interested in physics?
I became fascinated by the stars and Universe while growing up in the Czech Republic. I joined an astronomy society at secondary school and it became clear I wanted to study physics. I got very interested in laser physics during my MSc at the Czech Technical University in Prague. It is a very dynamic field.
When did you arrive at Rutherford Appleton Laboratory (RAL)?
I joined as a research associate in 1991, and went on to complete my PhD in ultra-fast Raman Spectroscopy at RAL, awarded by the Czech Technical University. I’ve been here almost 25 years to the day.
So what is Raman Spectroscopy?
It is a technique that involves shining a laser beam at the surface of a material, and then observing the colour of light scattered from the point of illumination. This typically provides information about the chemical composition of the material’s surface. C.V. Raman observed the effect in 1928 and subsequently won a Nobel Prize.
You pioneered a technique called Spatially Offset Raman Spectroscopy (SORS): What is it and how does it differ from normal Raman Spectroscopy?
“We couldn’t have developed the SORS technique without the instrumentation and long term research continuity available at the Central Laser Facility at RAL”
SORS is a technique that we stumbled across in the Ultrafast Spectroscopy Laboratory (ULTRA) by chance. We had assumed that photons could only be detected at the illumination point but we were wrong. Some photons migrate sideways through the material then emerge adjacent to the illumination point. As these photons have interacted with molecules deeper inside the medium, they provide information about internal chemical make-up: SORS probes deeper into the material. And the further you move from the illumination point, the deeper you see into the medium. The process
involves large photon migration distances, often extending to several centimetres or more. This came as a big surprise.
“SORS involves probing at one location and detecting at another. Our minds, and those of others, were constrained by our perception of how the Raman Spectroscopy process worked but once we made this serendipitous discovery, we quickly realised it had potential major applications.”
What kind of applications?
“The Range of Potential Applications for Sors Is Staggering.”
Insight100 (Cobalt Lights Systems Ltd) scanner for noninvasive analysis of bottles at airports.
Using micro-SORS for non-destructive analysis of painted layers in Art
We immediately realised SORS could determine the chemical make-up of substances by non-destructive means. This could have applications in bio-medicine, chemistry, security, forensics, heritage, and beyond. But we first focused on pharmaceuticals, and developed novel ways for analysing the chemical make-up of manufactured drugs.
We swiftly filed 8 patents, which became the basis of our company Cobalt Light Systems.
Cobalt Light Systems is perhaps best known for its airport security scanners. Can you describe how these work and their impact to passenger travel?
Security scanners represent the second generation of technology developed by Cobalt. To date there are around 400 operational units in 70 airports across Europe and Asia. They are used to scan traveller essentials, such as medicines or baby milk, and compare their chemical make-up to a database of potentially explosive substances. Suspicious substances are automatically identified and flagged. For example, the technology avoids passengers having to drink liquids (e.g. baby milk) in front security officer to prove they are not dangerous, which is clearly safer and more hygienic. It has also contributed to new legislation, and is expected to lead to a relaxation of the complete ban of taking liquids on board a plane in the future.
The scanners are currently the size of a microwave oven but right now we are launching a SORS handheld device. This should have further applications for first responder teams called to spillages of unknown substances and fire fighters attending chemical fires.
First off, we used instrumentation at STFC’s Central Laser Facility to demonstrate the basic capability to detect the SORS subsurface signal. Once we made the discovery in 2004, we worked closely with STFC’s Technology Transfer Office SIL (formerly CLIK) and Business and Innovations (BID) to develop, optimise and protect our ideas. There was a complex path to navigate from discovery, to optimising SORS, building a prototype, and ultimately to securing investment in 2008. BID/SIL coordinated the company at all levels and provided the support necessary to achieve this goal.
“My story illustrates the national and international importance of STFC. If its determination to deliver impact on science was absent, the chain from a fundamental discovery to Cobalt Light Systems’ product would have been broken. STFC responded appropriately at every stage. And this is just one example of how STFC contributes to the UK’s know-how economy.”
What are you working on currently?
I’m focused on developing novel non-invasive medical screening techniques, including diagnosing bone disease such as osteoporosis (jointly with STFC’s Prof Tony Parker and University College London’s Prof Allen Goodship), and I’m working with Professor Nicolas Stone of Exeter University on non-invasive breast cancer screening.
In addition, I’m collaborating with Consiglio Nazionale delle Ricerche in Italy to apply the SORS technology to objects of art on microscales. For example, we can scan different layers of paint to determine compositional information essential in restoration and preservation of artefacts.
How will the medical applications benefit patients?
Patient benefit could be enormous. Current diagnosis techniques for osteoporosis are around 60-70% accurate as they sense only mineral content. SORS on the other hand has a high specificity for mineral and collagen content – both of which determine bone strength – and so holds considerable promise for providing improved diagnostic accuracy. SORS could also be used to classify breast or prostate tumours as malignant or benign without needle biopsy. This would reduce patient stress and save medical provider costs.
However, medical problems are challenging as the human body is complex and variable. These applications are probably still 7-10 years away.
Why do you do this research?
This is where my passion and interest lies – I’m very excited about what I do.
“As You Push the Boundaries of Technology and Make New Discoveries, the End Goal Always Changes. This Is the Nice Thing about Science.”
London hasen’t reached the density of Hong Kong, but it’s certainly heading that way as the cities population continues to expand. The “London Infrastructure Plan 2050″ aims to tackle the problem and outlines the spending needed for the capital to remain one of the world’s leading cities.
London Mayor Boris Johnson Has Said £1.3tn of Investment Is Needed over the next 35 Years in Order for London to Retain Its World Class Status
“This plan is a real wake up call to the stark needs that face London over the next half century. Infrastructure underpins everything we do and we all use it every day. Without a long-term plan for investment and the political will to implement it this city will falter.”
London School of Economics Professor Tony Travers Said: “the London Infrastructure Plan Is a Necessary Step Towards Understanding the Needs of the ‘10 Million City’ Which London Will Soon Become.
Transport is the biggest focus of the “London Infrastructure Plan 2050” as the population hit 8.5 million in 2014 the largest it has been since 1939. By 2050 it is predicted to exceed 11 million, growing at a rate of 41,000 a year.
Some infrastructure project proposals are already in development, others may not be approved at all, however, these are some transport developments suggested for London by 2050.
Bridge House, Croydon
1. Air con on the Tube, £900m
It was find in the beginning, in fact, conditions were so pleasant in 1906 that the city proclaimed the underground ‘The coolest place in hot weather’. But that was before deep lines and millions of passengers.
Better Late than Never, London’s Tube Is Getting Air-con
In summer, temperatures on parts of the London Underground can become very uncomfortable due to its deep and poorly ventilated tube tunnels: temperatures as high as 116 °F were reported in the 2006 heat wave. New Tube trains, which allow better access for customers, are being rolled out on the Circle line as part of the introduction of 53 new trains on both the Hammersmith & City and Circle lines. By the end of 2016 there will be a total of 191 walk-through, air-conditioned trains covering 40% of the Tube network running on the District,Circle, Metropolitan and Hammersmith & City lines.
2. Inner orbital tolled tunnel, £15bn-25bn
Mayor sets out plan for 22-mile ring-road tunnel under London, which is considered by many to be one of the most ambitious infrastructure scheme ever proposed in the city.
The tunnel will cost an estimated £30 billion to construct and will remove tens of thousands of cars from the crowded streets of London and avert traffic gridlock. With subterranean dual carriageways linking key routes, from the A40 Westway to the A12 in the east, and the A1 route north to the A2 running south.
London Major Boris Johnson, who commissioned work to develop the idea, believes it could dramatically improve quality of life for residents. He said: “I would love the views of Evening Standard readers on this. There are big arguments in favour. There are obviously arguments against.”
Transport for London is working on the concept.
Transport for London
Transport for London has invited Alstom, Bombardier, CAF, Hitachi and Siemens to tender to supply 250 new trainsets for the London Underground
Transport for London has invited Alstom, Bombardier, CAF, Hitachi and Siemens to tender to supply 250 new trainsets for the London Underground
Transport for London
3. Northern Line extension, £1bn
Works commenced on London Underground’s £1bn Northern Line extensionfrom Kennington to Battersea via Nine Elms in the UK in 2015.
Tunnelling work is scheduled to start in early 2017 and will take six months to complete, while the project is expected to be completed in 2020.
The project will reduce journey times to the West End and the city to less than 15min.
4. Cycle Super Highways, £2bn- £4bn
London’s New Superhighway Linking East and West London Will Open on 30 April, Says the Capital’s Mayor Boris Johnson
The route, which links Barking, Canary Wharf and Tower Hill to Westminster, will open less than a week before his term is set to end.
Chris Boardman, the former Olympic champion and policy advisor to British Cycling, said: “This YouGov poll shows us, yet again, that the vast majority of the public want to see more cycle tracks on main roads.
“If this kind of evidence isn’t enough to give politicians and transport authorities the confidence to act, I don’t know what is.”
Last month, Boris Johnson pressed ahead with plans for three cycle superhighways.
5. Bakerloo and Overground extensions, £2.5bn-3.5bn
The extension of the Bakerloo line could help regenerate South East London from Old Kent Road to Catford, improve routes into London and relieve congestion on the main rail services into London Bridge.
6. Crossrail 2 and 3, £23bn- £30bn
TRANSPORT chiefs say it is “full steam ahead” for Crossrail 2 after the Government made an £80million pledge towards the project – but it will be months before passengers find out if a station will be built at Balham or Tooting.
Construction work is due to begin on the rail link in the early 2020s, which would enable the service to be operational by 2033.
7. New Stations, £500m and 24/7 Night Tube service
New stations at Cricklewood, Beam Park in Rainham and Thames Wharf could be built to support redevelopment in these areas. It has also been claimed that night services on the Piccadilly, Central, and Northern Lines are then due to start in September, with all major lines being served by the weekend night tube by September 23.
8. Another channel tunnel, £1bn
The “London Infrastructure Plan 2050″ suggests an additional cross-channel rail tunnel would provide high speed links from the UK to the rest of Europe for passengers and freight.
9. 13 new crossings in London, £1-2bn
The vision for east London includes 13 proposed new river crossings include Gallions-Thamesmead, Belvedere-Rainham, Woolwich- Royal Docks to replace the Woolwich Ferry, as well as the Silvertown tunnel.
Boris Johnson states “By creating more links between the north and south of the river, we won’t just improve day-to-day travelling across the capital, we’ll unlock areas for development and create thousands of jobs and homes.
Lower Thames Crossing: New road crossing linking Essex and Kent (progressing).
Diamond Jubilee: Pedestrian and cycle bridge linking Fulham with Battersea (planning permission granted).
Crossrail 2: New railway line connecting Hertfordshire and Surrey via central London and providing a new cross river link between Victoria and Clapham Junction (consultation).
Vauxhall, Nine Elms and Battersea: Pedestrian and cycle bridge (feasibility).
Garden Bridge: New pedestrian crossing linking the South Bank to Temple station (planning permission granted).
Thames Estuary Airport
10. Thames Estuary airport, 18bn-25bn
A new Thames Estuary Airport has been proposed at various times since the 1940s. Economic considerations have ruled out a new coastal airport, while political considerations have ruled out a new inland airport,leaving planners with an as-yet-unresolved dilemma.
‘Bizarre proposal’ states Rehman Chisthti, MP for Gillingham and Rainham “The airport in the estuary was not the right thing do so we all worked together to oppose it. It’s really good news and we’re really pleased that common sense has prevailed.”
However,Boris Johnson refloats idea of Thames Estuary airport 18 months after it was rejected by Airports Commission. Mr Johnson believes a hub in the east of the capital would offer around double the number of long haul and domestic routes served by Heathrow while exposing 95 per cent fewer people to significant aircraft noise.
‘Grain isn’t the answer’ states Rodney Chamber, Leader of Medway Council “We have said all along that it should never have even been considered as it would have resulted in the mass destruction of habitat and wildlife that could never be replaced.”
Computer rendering of the planned bridge, created by engineers Arup
Thomas Heatherwick’s Garden Bridge has moved one step closer to reality with the appointment of building contractors Bouygues Travaux Publics and Cimolai. Building work is now scheduled to start this summer 2016, but opponents and locals are still not convinced.
Why Is London’s Garden Bridge worth as Much as Five Lancashire Museums? Ask’s Joanna Lumley
The Opponents
For those of you who aren’t aware of the project, it’s intended to be a plant-covered pedestrian bridge across the River Thames between the South Bank and Temple. The Bridge was designed by Heatherwick after being conceived by British actress Joanna Lumley.
Coined as a “wondrous green oasis floating above the River Thames”, the £175m 367-metre-long Garden Bridge, backed by London mayor Boris Johnson, has sparked a huge amount of controversy in London with calls for the project to be halted from a number of local politicians. This includes Vauxhall MP Kate Hoey and three councillors from the London Borough of Lambeth, even though planning permission was granted by both local authorities in late 2014.
Writing in the Guardian, Ian Jack contrasted the £60m taxpayer support for the project with the closure of five Lancashire museums – two of the which are nationally important and forty libraries. Jack described the bridge as unwanted and unnecessary and the closures as “cultural disembowelment.
In November 2014, it was claimed that the bridge would be off limits to groups of eight or more people and cyclists, and closed between midnight and 6am. Critiques fear that the £175m bridge, which already has £60m in official grants and loans, will require a bailout if costs rise or efforts to drum up further private money fail.
Halt London Garden Bridge Project, Says RIBA President
An study by The Architect’s Journal found that Heatherwick was present for at least five meetings with London’s mayor Boris Johnson prior to the contest. The AJ also claimed that a manager for government body Transport for London (TfL) had reported anomalies in the design competition.
“It’s Now Abundantly Clear That the Design Competition That Transport for London Held in Early 2013 Was Nothing of the Sort,” Aj Deputy Editor Will Hurst Told Dezeen
Kate Hoey, the Labour MP whose Vauxhall constituency is on the south side of the bridge, has said “it is quite clear they haven’t raised nearly as much money as they originally thought.” However, The Garden Bridge Trust which was launched on 1 November 2013 to oversee the project argued that its perfectly ordinary for large infrastructure projects to begin work while fundraising determinations continue, however, in Project Journal’s experience such ambitious construction projects commonly overrun in terms of budget and time. For example, an extension to the Tate Modern art gallery was scheduled to open in 2012 at a cost of £215m. It will instead open this year at an estimated cost of £260m.
The Garden Bridge Trust has now raised an additional £85 million.
The Project
The Garden Bridge project began as a seamlessly innocent idea, a beautiful new garden floating above the River Thames, sounds amazing. Imagine crossing a river surrounded by wildlife in the middle of London City. Imagine a morning commute through a peaceful garden. Well, the Garden Bridge Trust intends to make this a reality. However, who will benefit the most, the rich, middle class, or the poor?
The bridge is planned to be 30 metres (98 ft) across at its widest point. It would run from the roof of Temple station as a continuation of Arundel Street on the north bank to Queen’s Walk by the London Studios, where a large public green open space would be redeveloped to provide a commercial building associated with the project. The bridge will feature trees, shrubs, and wildflowers. Its construction would require 32 mature trees in the avenue on Queen’s Walk, on the South Bank.
“The Garden Bridge Will Be an Extraordinarily Special Place, Either to Race Across, Relax in or Look Back at the Rest of the City’s Sights.” Thomas Heatherwick
The bridge is officially scheduled to open late 2018. Hoey said it would be “particularly inexcusable” for any more public money to be committed when her constituency was struggling under government cuts.
Small projects often embody more innovation than larger more costly or high profile ones.
Innovation is a wide concept that includes improvements in processes, products and services. It involves incorporating new ideas which generate changes that help solve the needs of a company and so increase its competitiveness. That’s hardly big news. But what may be surprising to some is that innovation has itself, well, innovated and it isn’t what it used to be.
New materials and energy, design approaches, as well as advances in digital technology and big data, are creating a wave of innovation within the construction industry. These new ideas are increasingly often tested and proven on smaller and agiler projects. Investing time and money is well spent on these ideas and technical improvements can then be used on large-scale developments.
Here are three exciting small projects:
Vanke Pavilion – Milan Expo 2015 / Daniel LibeskindVanke Pavilion – Milan Expo 2015 / Daniel LibeskindVANKE PAVILION Milan, Italy
1. Vanke Pavilion – Milan Expo 2015
The corporate pavilion for Vanke China explores key issues related to the theme of the Expo Milano 2015, “Feeding the Planet, Energy for Life”.
Situated on the southeast edge of the Lake Arena, the 800-square meter pavilion appears to rise from the east, forming a dynamic, vertical landscape.
The original tiling pattern would have resulted in thousands of ceramic tiles of different sizes and shapes. The resulting complexity and lack of repetition could have led to high costs and a longer erection time.
Working with Architects Studio Libeskind, Format Engineers (Engineering Designers with backgrounds in structural engineering, coding, mathematics, and architecture) changed the pattern from thousands of different tiles to less than a dozen and simplified the backing structure generating huge cost savings. Format Engineers also proposed ‘slicing’ of the building and then fabrication of the primary structure of steel ribs using low tech flat steel plate elements. These were then used in a series of long span portalised frames reminiscent of the ribs and spars in traditional boat building resulting in a column-free area for the display of Chinese Cultural Heritage.
The frame was built to a budget and without difficulty ahead of the neighboring Expo buildings.
Building Size
12 meters high
740 mq gross floor area (exhibition, service & VIP levels)
130 mq roof terrace
The Rain Pavilion is an urban forest sculpture forming the front entrance to Oxford Brookes University’s Architecture Faculty.
“Rain Pavilion artwork is a sensory experience for the community.”
The complex form required extensive wind modeling and comprehensive structural analysis within a generative 3d model. This was allied with Format Engineers in-house code for the self-organization of voids and their subsequent redistribution.
.At each stage of the design process different modeling and analysis techniques were used to exploit the form and to optimise the structure. The considerable challenges posed by the slenderness of the structure and its dynamic behavior under wind were resolved by combining Computational Fluid Dynamics (CFD) (a branch of fluid mechanics that uses numerical analysis and algorithms to solve and analyze problems that involve fluid flows) with a generative design environment. Conceptual design introduced the ideas of tubular stems and folded steel canopies, both of which were perforated by circular holes arranged to allow the interplay of light and water through the structure. The voids were generated using a self-organizing process.
Grasshopper (a graphical algorithm computer 3-D modeling tool) was used to produce a mesh that could include the voids in both the stems and the petals.
The Rain Pavilion is designed to celebrate the sound of rain, and the noise of water interacting with different sections of the installation is part of the experience of passing through it. The structure has a design life of five years and can be transported to other locations.
Architect: Oxford Brookes University, Oxford, UK
Engineer: Format Engineers
KREOD PavilionKREOD PavilionKREOD Pavilion
3. KREOD Pavilion
The KREOD pavilions were first erected on the London Greenwich Olympic site in 2012. Easily rearranged, three pod-like pavilions were formed with a wooden structural framework comprised of an open hexagonal composition.
Standing three meters tall, each double-curved wooden shell enclosed a footprint of 20 square meters, totaling 60 square meters. A waterproof tensile membrane sealed the interior from the elements fully portable with demountable joints, the individual components can be stacked for efficient transportation.
Chun Qing Li the architect required a temporary exhibition or function space that could be erected and demounted mostly by hand and by untrained staff. The quality of finish needed to echo that of handmade furniture and had to be low cost and quick to erect. The continuously changing double curved form of the enclosure meant that in theory, every nodal connection was different. A conventional bolted solution would have cost hundreds of pounds per fixing. Format Engineers suggestion of a ‘reciprocal’ jointed timber grid shell required standard bolts which equated to a fraction of the normal cost. It also allowed the structure to be built from simple and light flat timber elements.
The structure used Kebony timber throughout, a sustainable alternative to tropical hardwood. As this material had not previously been used in a structural context Format Engineers undertook load testing of the material and the connections at the University of Cambridge. The timber was fabricated using CNC routing (a computer controlled cutting machine) allowing a highly accurate fit between members and basic erection on site.
Megaprojects are crucial to the future of most cities, states, and individual livelihoods, however, they also attract a lot of public attention because of the substantial impacts they have on communities, environments, and government budgets. The objective of these projects is to unlock higher growth paths for the economy, as such, they require care in the project development process to reduce any possible optimism bias and strategic misrepresentation.
The problem is that these projects often go off the rails, either with regard to budget, time or both.
The risks associated with MegaProjects, those costing 1 billion or more, are well documented. In one influential study, Bent Flyvbjerg, an expert in project management at Oxford’s business school, estimated that nine out of ten go over budget.
The first factor is that the size of a MegaProject can be so large and unique that it is difficult to model the costs and logistics. Another factor is that MegaProjects are backed by governments which are not typically known for their success in budgeting or efficiency.
In today’s post, we’ve identified the Top 6 most impressive MegaProjects of 2015. These MegaProjects will transcend time and continue to bestow wonder upon new generations.
1. Mall of the World, Dubai
Mall of the World in Dubai was announced in July 2014, location in Al Sufouh district, along Sheikh Zayed Road, different from Mohammed bin Rashid City.
Dubai has a very ambitious project on its hands. Dubai’s Mall of the World will have its very own Oxford Street and Broadway. It will also have galleons and waterfalls. However, the most challenging part of this project is that the area will be covered by a giant retractable roof during the summer months and be climate-controlled creating the world’s first temperature controlled city.
Dubai Mall of the World Set to Put Uae Retail ’20 Years Ahead’ of Gulf Region
Launched with a fanfare by the emirate’s ruler, Sheikh Mohammed bin Rashid al Maktoum, it is the first state-sponsored mega-project to emerge from Dubai since the pre-crash bubble. After years of stalled projects the big plans are back and they are more ambitious than ever before.
It is thought the huge construction will attract 180 million visitors a year and developers hope it will secure Dubai’s futures as a tourism hub.
2. Mall of America, Minnesota
Mall of America, Minnesota
Mall of America, Minnesota
The Mall of America (MoA) is a gigantic shopping mall owned by the Triple Five Group and is by far the largest mall in the United States. However, the $325 million expansion of the nation’s largest shopping center is now underway. The project consists of a luxury 342-room hotel, an office tower and more than 50 shops and restaurants. Some 1,000 jobs are expected to be created during the construction phase of the project, and 2,500 permanent jobs from retail, hotel and office operations.
The Triple Five Group, owned by Canada’s Ghermezian family, owns and manages the Mall of America, as well as the West Edmonton Mall. MoA is located in Bloomington, Minnesota (a suburb of the Twin Cities).
3. Zurich North America, Chicago, IL
Rendering of Zurich North America’s new headquarters in the northwest suburbs of ChicagoRendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago
The $333 million site is currently under construction and will be the largest build-to-suit office project in Chicago. Zurich a north america insurance company headquarters includes a 735,000 square foot building rising to 11 stories at its tallest, shaped something like the letter A resting on its side.
Zurich looked at a multitude of factors and in the end made the decision that investing in a new state of the art regional headquarters would be the right choice. The project is due to be completed late summer of 2016.
4. Dubai World Central Airport
Al Maktoum International AirportAl Maktoum International Airport
This massive $32 billion structure sent its first commercial jet into the air in late October 2013. The project isn’t scheduled for full completion until 2027 and is expected to become the world’s busiest airport, however, with plenty of other contenders quickly taking shape in Asia and the Middle East, it’s has stiff competition.
Dubai World Central Airport is expected to shuttle 160 million passengers through Dubai every year making it the busiest airport on earth.
5. Bao’an International Terminal 3
Bao’an International Terminal 3
Bao’an International Terminal 3
Bao’an plays a pivotal role in the Pearl River Delta: It serves both Shenzhen and Hong Kong, via a connecting ferry. Terminal 3 is an expansion project designed by the Italian architect Massimiliano Fuksas. The centrepiece of the expansion is a new runway, which is built on a 108,000-foot piece of land reclaimed from the River Delta.
6. Crossrail
Crossrail, London England
Crossrail tunnelling began in 2012 and ended at Farringdon, London in May with the break through of tunnelling machine Victoria. Eight 1,000 tonne tunnelling machines bored 26 miles or 42 km of new 6.2m diameter rail tunnels under London.
London is the fastest growing capital city in Europe and today it is home to 8.6 million people with the population expected to reach 10 million by 2030. TfL’s work is critical to supporting the continued growth and regeneration of London.
As we reflect upon these impressive feats by mankind, we can only imagine what the next big wonder will be. Is it the secretive Nicaragua canal? Could it be Elon Musk’s proposed Hyperloop concept? Or perhaps it will be a new state of the art high speed train developed by China, USA or the UK?
Did we miss one? Please let us know by commenting below.
Since the beginning of recorded time, construction projects have always been a major part of history. In fact, grandiose construction projects to erect the architectural visions of Pharaohs, Kings, Rulers, and Monarchs was used as a way to put the wealth and power of leaders on display for all of the people their lands to see.
Not surprisingly, all of these projects came at a great cost to the leaders that initiated them.
The Great Pyramid at Giza is one example of a grand architectural vision. This massive structure was built under the leadership of Egyptian pharaoh Khufu in the 26th century B.C.E. By the time work on the structure was completed, Knufu spent a great deal of his kingly fortunes on the project. According to sources, it is estimated that this project would cost more than $5 billion dollars to duplicate today.
Since then, there have been many other building projects that have cost significant amounts of money to build, some that were so grand in their scope they effectively broke the bank.
We will examine more of these projects here.
The Three Gorges Dam
1. The Three Gorges Dam
This massive Chinese construction project took place over the Yangtze River in the Hubei province of Central China. This scope of this project was enormous and came with quite a bit of controversy due to the changes to the environment that were needed to make the project become a reality. When this project was approved in 1992, the Vice Premier at the time, Zoa Jiahua quoted the project cost at $8.35 billion to complete. In 2006, when the project was officially ended, the total cost ended up being closer to $37 billion dollars, or roughly four times more than the original estimate.
The Ryungyong Hotel
2. The Ryungyong Hotel
The ground broke for this 105 story luxury tourist hotel in 1987 in North Korea, despite the country being closed off to foreign visitors. After investing approximately $750 million dollars in the structure, the project came to an abrupt end when the Soviet Union, North Korea’s major economic supporter, collapsed. Today, the building remains unfinished and is recognised as being the tallest unoccupied structure in the entire world.
The MOSE ProjectThe MOSE ProjectThe MOSE Project
3. The MOSE Project
This building project was originally intended to help control flooding in Venice. However, it primarily served as a project to sink money into. The original budget for the project was $1.7 billion dollars but jumped to $8.1 billion over time. None of the work that was completed did anything to prevent flooding. Many people involved in the initial construction were arrested on bribery and corruption charges in connection with the project. Venice continues to have problems with flooding and sinking.
The Mirabel Airport
4. The Mirabel Airport
This airport was originally opened to serve Montreal, Canada inmid-1970. The Government seized 100,000 acres of land and displaced thousands of residents from their homes for the land that was needed to construct the airport. The cost of the land was $140 million dollars. This amount was eight times more than the costs that were originally projected. Once construction on the airport began, the price skyrocketed to a total cost of around $276 million dollars. Adding further pressure to the Mirabel Airport project was the fact that the Montreal-Dorval International Airport was located within a short driving distance away. While this airport did operate for a number of years, it ceased operations in 2004. In late 2014, demolition of the site began which added another $15 million dollars of cost to the failed project.
The Sagrada FamiliaThe Sagrada FamiliaThe Sagrada Familia
5. The Sagrada Familia
There is no doubt that building a Cathedral is no small undertaking. For the Sagrada Familia Cathedral, it is a project that has advanced at a snail’s pace and with a hefty price tag that can not even be calculated due to how slow the project has been to finish. Construction on the house of worship began in 1883. In 2015, it still needs to be completed. In 2011, the President of the Building Committee said that it might be completed in 2026 – 143 years after construction originally began.
The Millennium DomeThe Millennium Dome
6. The Millennium Dome
This is a London based project that has a happy ending, despite a shaky, and very expensive start. When construction of the Millennium Dome began in the 1990’s, the original budget of 758 million pounds was exceeded when it ended up costing 789 million pounds, so it lost money from day one, even without including maintenance costs. However, in 2007 the structure was sold to AEG and renamed the 02 Arena, so some of the initial investment money was recouped. This site is now a top venue for sporting events and concerts in the London, UK area.
The Channel Tunnel
7. The Channel Tunnel
Sometimes referred to as the “Chunnel” is a tunnel in the English Channel that links the United Kingdom with France. It’s not surprising that a project of this scope would cost a lot of money and time to complete successfully. In total, it took six years of work and $21 billion dollars to finish. In financial costs, it ended up being 80% more expensive than originally forecast. This privately funded project caused many of the initial investors to lose most of their investment due to over run costs. Today, their diligence to the project has made it widely successful. Hundreds of millions of people use the Chunnel trains to commute between France and the UK, with a travel time of around 35 minutes.
The Central Artery Tunnel ProjectThe Central Artery Tunnel Project
8. The Central Artery Tunnel Project
In 1991, Boston began construction of the Central Artery/Tunnel Project, also known as the Big D, to provide commuters with an alternative to using the main highway through the City. This project is one of the most expensive construction projects in the history of the United States with a ‘real’ cost of $22 billion dollars once interest on the funding for the project is paid off in 2038. The Central Artery/Tunnel Project included the construction of roads, bridges, and even a tunnel that was built under the Boston Harbor. While this project did have the original effect it was supposed to have by alleviating traffic congestion in parts of Boston, overall traffic in the areas where the Big D serves has also increased.
Panama Canal, Centennial Bridge
9. The Panama Canal
The Panama Canal is another example of a building project that came with many personal and financial losses during its construction in the early 1900’s. The project was hexed with obstacles including outbreaks of deadly malaria and mudslides that, according to hospital records, resulted in over 5,600 labourers deaths. Today, the Panama Canal remains a key part of the shipping industry between the Atlantic and the Pacific Ocean. In 2014, work at the Canal ground to a halt after a dispute between the Panama Canal Authority and a conglomerate of European construction companies disagreed who would pay for a $1.16 billion overrun in costs. All parties involved in the dispute agreed on stop-gap funding that put the project back in action. In 2015, expansion work on the Panama Canal continues and the overall costs of the project continue to rise.
We seem to be entering a new age of megaprojects as countries around the world mobilise the private sector to invest heavily in multi-billion or sometimes multi-trillion dollar infrastructure initiatives.
Megaprojects (sometimes also spelled “mega projects”) are very large investment projects and require care in the project development process to reduce any possible optimism bias and strategic misrepresentation.
The most expensive large-scale megaprojects in the world range from bridges, tunnels, highways, railways, airports, seaports, power plants, dams and wastewater projects to entire city districts.
Megaprojects seem to be practically recession-proof and have continued despite the 2008 global economic slowdown likely spurred megaproject construction, since the governments of some countries among them China, India, and the United States saw investment in infrastructure as a way to stimulate growth. Moreover, many large corporations are locked into megaprojects, because only enormous undertakings seem capable of nudging their bottom lines.
Here, we take a look at 5 of the biggest, most important and spectacular megaprojects around the world.
Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture GroupWaterworld Hotel, Songjiang, ChinaWaterworld Hotel, Songjiang, ChinaWaterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group
Songjiang Hotel, China
“We Drew Our Inspiration from the Quarry Setting” Says Atkins Design Studio
The five-star hotel is designed by UK architecture office Atkins for Shimao Group and will offer around 400 rooms, with underwater restaurants, clubs, shopping facilities, a 10-meter deep aquarium and various sport activities such as rock climbing and bungee jumping.
The waterfall is a key feature of this hotel built into a 328-foot-tall quarry outside of Shanghai. The 19-story hotel will have the waterfall cascading down the middle and two hotel floors that are entirely underwater.
The building will get its energy from geothermal sources and will feature a green roof.
With its 650 architects spread around the world in 60 offices, Atkins Design Studio is an enormous organisation, with some pretty amazing Megaprojects under its belt.
The Three Gorges Dam ProjectThe Three Gorges Dam ProjectThe Three Gorges Dam ProjectThe Three Gorges Dam Project
Three Gorges Dam
Man has long used technology to harness nature and dam building has always been one of the most controversial methods.
Building a dam causes dramatic effects on the environment, yet can benefit man in innumerable ways.
Three Gorges Dam located in Sandouping, Yiling, Hubeiis is the largest power station in the world and took 14 years to complete at a cost of USD $37 billion ( ¥180 billion). The original estimated cost was USD $6 billion ( ¥20 billion). It can produce as much as 15 nuclear power plants and is expected to create 10% of China’s entire energy supply.
The Three Gorges Dam has moved 39 trillion kilograms of water 175 metres above sea level which scientists believe has altered the planet enough to change the speed at which the earth rotates.
The dam was first suggested by Sun Yat-sen, the first president of the Republic of China in 1919 and people have been working on it, researching how it would work and where exactly it would go for nearly 100 years.
London Crossrail
London Crossrail
Crossrail is Europe’s largest infrastructure project and is set to boost London’s rail capacity by 10%. The project will deliver approximately 11.9km of twin bore tunnels.
The $23 billion development 73-mile rail project will connect London from East to West, improving access to Heathrow Airport, central London as well as city’s surrounding towns and suburbs.
Eight boring machines have been cutting their way through earth to create 26 miles (42km) of tunnels.
Construction of Crossrail began at Canary Wharf in London Docklands on 15 May 2009, with tunnelling work starting in May 2012.
The Crossrail project is about 65% complete and engineers will now continue upgrading existing stations and building new stations in central London and London Docklands.
Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.Beijing’s new international airportBeijing’s new international airport
Beijing International Airport Terminal 1 to be World’s Biggest
Beijing’s new international airport
January 2013 saw work approved for a new airport in Beijing. With large sweeping, non-conforming arches that span inwards with curves to the interior, there is a definite stamp of Zaha Hadid Architects with their design language.
Playing host to eight runways and with the capabilities to cater for 130 million passengers every year, Beijing’s new international airport will be among the world’s largest and busiest once complete in 2017.
International Space Station (ISS)
One Giant Leap for Mankind
International Space station
The International Space Station (ISS) is the largest artificial body in orbit and can often be seen with the naked eye from Earth.
It may be one of the most ambitious scientific ventures ever and also the largest masterpiece of the human engineering in orbit around Earth at present. The station consists mainly of habitable and science modules, external trusses and solar panels to provide power.
The ISS provides a platform to conduct scientific research including astrobiology, astronomy, human research including space medicine and life sciences, physical sciences, materials science, space weather and weather on Earth.
What exciting projects did we miss on our list? Let us know in the comments section below.
Project Journal had the privilege of interviewing AXELOS previous CEO Peter Hepworth. Peter provided us with an insight into his role and AXELOS as a whole in October 2015.
AXELOS CEO Peter Hepworth
Peter joined AEXLOS as CEO in July 2013 and was previously Managing Director for Activision Blizzard a $400 million turnover and $150million EBIT business. In 2014, Activision Blizzard was the fifth largest gaming company in the world by revenue.
Peter is an economics graduate, chartered accountant, with an M.B.A. from Cranfield and A.M.P. from INSEAD.
What is AXELOS?
AXELOS is a joint venture set up in 2014 by the Government of the United Kingdom and Capita, to develop, manage and operate qualifications in best practice, in methodologies formerly owned by the Office of Government Commerce (OGC).
AXELOS is an independent organisation, allowing the user community to focus more on the content of frameworks and guidance without much interference. The firm puts a heavy focus on the guidance given, ensuring the content is fuelled by good ideas to keep the ITIL structure up to date. But while the business has a combination of access to one of Britain’s largest corporations and the UK government, more than 75% of publication sales and Prince2 certification is sold outside of the UK, a trend that is growing faster due to emerging markets.
The company varies its training approach. Its Portfolio, Programme, and Project Management Maturity Model (P3M3), for example, encourages users to assess their performance against benchmarks. Mike Acaster, PPM portfolio manager, says: “PRINCE2 is applicable to many sizes of organisation, but sometimes it’s better to be a bit more specific. It’s about tailoring advice for that context. In some cases it has been tailored, and people don’t realise it’s PRINCE2 – you have to scratch the surface.
How do you view the future of project management?
After years of being associated with large engineering and construction projects, project management has moved beyond infrastructure. Firms across different countries and sectors now acknowledge the need to manage their processes and keep costs and timing under control. As businesses begin to recognise the importance of project management worldwide, questions are being asked about the standards required. AXELOS is focusing on how these can apply to different staff and situations, as well as how workers can develop a career path in project management.
Is AXELOS popular aboard?
“It’s hard to measure the adoption of our products, but if you look at the number of exams taken, you can see strong growth outside the UK, as well as in the UK,” he says. “In the US there’s a lot of interest, and the biggest international user of PRINCE2 is the UN, to make sure their aid development is correctly managed.
“Our Managing Successful Programmes (MSP) product was used to deliver the Olympic Games. I was in Tokyo after they had won the right to host Tokyo 2020 and the focus was ‘When can we have MSP?’ They want to see the same success as London has had.”
What are the future priorities for AXELOS?
“Career path. For the individual, it’s about how your career can develop. There’s a different skill set between project and portfolio management, and no linear route. It comes to modularisation. We have been able to offer different dimensions.
Cyber Resilience is next. Companies need to put more emphasis on improving their reactions to cyber attacks rather than continuing to focus on prevent. Although there are a number of standards and best practices in place to prevent cyber attacks, firms are still falling foul, and this is usually due to the internal attitude and people, rather than technology.
New products launched in 2015 include PRINCE2 Agile; Cyber Resilience Best Practice and Continuing Professional Development (CPD).
What’s next?
Young people are learning things online and changing how it is done. We want our members to feel proud about having AXELOS qualifications and have launched digital badges so that project professionals can display their mark of professionalism across popular social networks.
Digital badges are tokens that appear as icons and are awarded to signify learning achievements in a way that can be easily verified and shared online. Our members digital badge’s will hold and display information about their professional development activity as well as the issue date and an expiry date.
Individual workers, organisations and entire industries can benefit from badges. Badges are a new form of currency – a more transparent and efficient way to communicate the acquisition and development of workplace skills.
From AXELOS to Microsoft, IBM to Oracle, many leading companies have adopted digital badges as a form of recognition for continuing professional development and certifications. The individuals who earn these badges enthusiastically share them to LinkedIn, Twitter, Facebook and other online destinations. Once shared, anyone can verify the authenticity of and learn more about the individual’s abilities. That shareability and verification can make all the difference in a competitive job market, whether an individual aspires to move ahead in her current position or move into a different job.
We also want continued openness from AXELOS, even more community collaboration and specific actions to further increase the relevance of AXELOS in the future.
Where do you believe project management is heading?
Anyone can benefit from project management guidance. “We are all project managers now,” he says.
Young Londoners have revealed that they would rather rent a tiny studio flat than a large property in a less desirable area.
We Haven’t Reached the Density of Hong Kong. But We’re Heading That Way
London’s population is expected to reach 10m by 2031 from its current 8.3m. London needs an estimated 49,000 new homes a year. This is not a new phenomenon, architects have confronted population growth and social changes before.
Obvious solutions include rental and shared ownership, while community building is also gaining ground in the UK. But there are other solutions out there, adding to the bigger picture. One of these is Pocket Living micro-flats, backed by Mayor Boris Johnson.
Micro-apartments Are in Vogue Today. But in Japan, People Have Been Living in the Nakagin Capsule Tower’s 100-square-foot Housing for Decades
Some 45% of 18-24-year-olds in London said they would consider living in a micro-flat if that was in the “perfect” location. A micro-apartment, also known as a micro-flat, is a one-room, self-contained living space, usually purpose-built, designed to accommodate a sitting space, sleeping space, bathroom and kitchenette with a size of 4-10 square meters.
They are essentially modern versions of the British bedsit and are becoming popular in urban centers in Europe, Japan, Hong Kong and North America, as they represent a seemingly straightforward antidote to persistent affordable housing shortages in dense growing cities.
In fact, some micro-apartments are being marketed as cost-effective fashionable lifestyle products.
Large one-room flat in LondonLarge one-room flat in London
Hogarth Architects transformed a large one-room flat in London into a stylish apartment using a wood insert that creates a separated kitchen and loft. It’s essentially one big piece of furniture custom-made for the space.
Curved surfaces can make a small space even smaller. The ability to organise the rooms vertically is reduced. But Dutch architects Queeste Architecten have managed to give this 320-square-foot micro-flat a spacious feel using lots of white, with built-in furniture and storage.
Guide price £8,000: the prototype of Ecodom’s portable micro house went to auction on 30 July
That oh-so-unfunny joke about moving into the garden shed is now a reality for young Londoners.
The prototype of a portable 130sq ft eco-friendly micro house that comes with a fold-down bed, kitchenette and shower room.
The micro houses, by Ecodom, will be constructed off-site and delivered fully made within two months of ordering, so it couldn’t be simpler to drop it into place and move straight in.
Oak Tube Apartment in Moscow
Architect Peter Kostelov turned a small flat into a oak-lined tube. Kostelov removed all the walls from the center of the apartment and replaced them with glass so light could get from windows on one side to the balcony on the other.
Specht Harpman Architects have turned a penthouse with a high ceiling into a two-level apartment and even managed to fit in a small grassy terrace.
Housing Complex in Slovenia is a Series of Honeycomb Modular Apartments
Japan’s famed Capsule Tower
When it was built in 1972, architect Kisho Kurokawa’s Nakagin Capsule Tower was meant to be the housing structure of the future. Now in 2013, his “masterpiece” stands dilapidated and virtually empty.
21 Rooms in One Creative Condo
Now here’s a solution that could revolutionize tiny spaces a slide-out system that turns a 350-square-foot space into 21 different rooms with bed, washing machine, entertainment, a bath covered by the bed when not in use, shelves, cabinets and more.
Do you believe higher density housing is the answer to London’s housing crisis as some believe or will it turn the city into Hong Kong and Shanghai?
Off-site manufacture of housing is not without its opponents, particularly in the traditional masonry sector who lobby hard for a site based approach which is low in capitalisation and highly responsive to the changes in economic circumstances. Prefabrication, they argue, is given unfair prominence through government support and is not the answer to the typical homeowner’s desired property. More precisely they argue that prefabricated homes are lightweight and therefore lack solidity and thermal mass and are unproven in their durability.
Transformation House: Former Granada Cinema, 58 St Johns Hill
The Grade II Star Listed Conference Centre formally the Granada Cinema has been sympathetically refurbished to portray the splendour and stunning architectural features of the original building.
Site history: Former Granada Cinema Architect:Assael Site area: 0.25 Gross internal area: 8,830 Number of dwellings: 59 Density: 236 Plot ratio: 1:3.5 Construction value: 15,000,000
Many attempts were made to revive this Grade II* listed building, which was on the English Heritage Buildings at Risk register. It has been vacant since 1997. All previous proposals included intrusive modifications to the magnificent listed interior.
This final proposal by Assael was based on the premise that it should allow for new construction without affecting the internal spaces. The solution was to suspend lightweight prefabricated modular residential units from full arches over the auditorium. In so doing, the auditorium would remain untouched by intrusive columns required by other more traditional construction methods. The listed ceiling would also be retained. Materials used would be glass, timber and steel. In addition, the design would ensure a total physical and acoustic separation of the uses. Within the development all residential units would have access to a terrace or balcony. Winter gardens, sun rooms and terraces have been staggered to prevent overlooking, whilst the planting between arches acts as privacy screens.
The auditorium is 34, 600 sq ft, and has the capacity for 2,500 attendees. Transformation House is surrounded by a lively mix of bars, restaurants, cafes and shops on Battersea rise, St Johns Hill, Lavender Hill and Northcote Road.
In 2008 We Were Gripped by a Housing Panic. Now We’re Gripped by a Frenzy of Even Bigger Proportions
Firefighters, teachers, police officers and NHS staff in general. These are some of the professions which make up the loosely defined label Key Worker – first-time buyers with low paid public sector jobs. Such is the importance of retaining these staff in London’s jobs market, they are a growing target for new accommodation and financial packages to help them stay here. More than 300,000 key workers in London cannot afford to buy their own home: a first-time buyer in London pays about double the national average. Over 40% of working households cannot afford to purchase the lowest priced housing in their borough.
We Call Them City Makers And Our Homes Are Designed For Them
Pocket is a private developer that helps singles and couples on low to moderate incomes own a home of their own. Where appropriate, Pocket uses high-quality modular construction techniques to minimise construction times, construction wastage and site disruption.
The Exciting Thing about Pocket Homes Is That They’re at Least. 20% Cheaper than the Surrounding Market Rate
Pocket’s development in Kentish Town is based upon this approach. The site is a small urban block with frontages on both Weddington Road and Allcroft Road. The site was in part vacant and blighted and in part occupied by a taxi repair workshop and barrow stores for the nearby market. The proposal was for a mixed-use development comprising 22 units of affordable residential accommodation and 218sqm of commercial accommodation, which maintains the existing employment use on the site.
A Pocket flat in Weedington Road, CamdenPocket Living development Willingham Terrace, CamdenPocket Living development Willingham Terrace, Camden
The scheme also incorporates an improved storage facility for barrows used by local market workers. Burrell Foley Fischer’s urban design response to a small, irregularly shaped site bordering a conservation area, has not been restricted through basing the design on modular construction techniques. The system offers the flexibility to make an appropriate contextual response.
Completion was achieved on programme in November 2008.
A 3-dimensional system involving modules or pods which is the basic building block of much prefabricated construction. Several designers are experimenting with making this form adaptable to more than apartments. The majority of new high-density developments in London provide only flatted accommodation and ignore the needs of families. While the argument for more homes at a higher density is understood, should this policy exclude families? And what sort of city would London become?
For the past three years the architects have been examining opportunities for high-density urban family housing on a number of initiatives in Southwark, Ealing and Harrow. Using modular construction techniques the ‘courtyard’ homes deliver more space for less cost. Arranged in typical urban blocks and at no more than three storey densities they produce some 80 dwellings per hectare.
The house delivers flexible open plan ground floors with circulation spaces that are naturally lit. With both a courtyard and an upper terrace each house benefits from at least 40m2 of external space. More importantly this space is entirely private to the dwelling and is directly related to the kitchen, living and bedroom spaces. These are external rooms, a far cry for a patch of green, sandwiched between close boarded fencing and overlooked by the neighbours.
New Urban Homes IMAGE CREDIT: PROCTOR AND MATTHEWSCourtyard and covered entrance view IMAGE CREDIT: PROCTOR AND MATTHEWS
The five steel modules required for each house are delivered on low loaders and craned onto preprepared footings. All modules are fully fitted-out in the factory. The technology allows different fenestration arrangements, cladding options and roofing forms.
Architect: Proctor and Matthews Principal Supplier: Spaceover
Curved surfaces can make a small space even smaller. The ability to organise the rooms vertically is reduced. But Dutch architects Queeste Architecten have managed to give this 320-square-foot micro-flat a spacious feel using lots of white, with built-in furniture and storage.
