Super Prisons to Replace Victorian ‘Hell Holes’, But Would God Use Prisons to Rehabilitate?

Giddings Confirmed as Adviser on  £1.3bn ‘Super Prisons’ Programme, But Would God Use Prisons to Rehabilitate?

 Former Argent partner Tony Giddings has been confirmed as development adviser on the £1.3bn “Super Prisons” programme,  the first of which  is already being built in Wrexham.

Chancellor George Osborne and Justice Secretary Michael Gove unveiled the  major new prison reform programme including plans to build 9 new prisons in last year’s spending review, with five of the new prisons to  be open before the end of this parliament. The government will also expand existing prisons in Stocken and Rye Hill.

Giddings said “he was hoping to instil the Argent ethos of “more collaboration” with construction suppliers into the government’s approach to procuring prisons.”

Giddings  will provide support in the provision of management, technical capability, and systems to manage the planning, design, procurement, and delivery of the construction of the new prisons.

Giddings said  “He understood the £1.3bn of funding was ring-fenced and highly unlikely to be threatened by recent political and economic turbulence.” and  “admitted the prisons programme timetable was “challenging”, with sites still to be acquired, but he said the aim was to be on site with at least some by the end of the year.”

The new programme  will apparently  modernise the prison estate to make it even more efficient, safer and focused on supporting prisoner rehabilitation while selling aging, inefficient prisons on the prime real estate to free up land for new homes.

But would God Use Prisons to Rehabilitate?

Imprisonment is littered throughout Scripture. As a young man, Joseph was thrown into prison in Egypt (Gen. 39:20). Samson, after having his eyes put out, was made to work in a grinding mill prison house of the Philistines (Jdg. 16:21). Jeremiah spent many of his days in the “court of the prison” (Jer. 32:2).

The modern prison system borrows ideas from the Catholics and Quakers—two different sects of Christianity. But does this mean prisons are biblical? Not exactly, the above examples all occurred in nations not governed by God.

Britain’s Old Prison System

Britain used to punish  criminals through swift execution of verdicts, which were generally performed publicly to bring shame and humiliation to the perpetrator and prevent similar crimes from occurring. Typical sentences involved being whipped or a stint in the stockades.

Jails did exist, but they were only used to hold criminals awaiting trial and sentencing. However, the elite in the UK soon saw this system as archaic and inhumane and was determined to improve it through a complete overhaul.

In this newer system, men were placed in a tiny cell and given only a Bible to read. This marked a move toward imprisonment as the primary form of punishment.

Not Much Has Changed in Modern Prisons

Today’s prisons have three basic objectives: punish a criminal by taking away his time, remove him from society (in an attempt to reduce crime as well), and rehabilitate inmates to become functional members of society upon release.

The problems inherent with this system have remained the same for years: recidivism (repeated relapse into criminal acts), overcrowding, cost and, most telling—despite the large amounts of funding—the utter inability of the system to contain crime.

It is claimed that super-prison development will also allow over 3000 new homes to be built, boosting house building in urban areas and helping thousands of working people achieve their dream of owning a home. The Victorian prison site at Reading will be the first to be sold.

By investing in the prison estate, the government said it will reduce running costs in prisons by £80 million a year. The new prison investment will also fund video conference centers, allowing up to 90,000 cases to be heard from prison instead of court.

According to Justice Secretary Michael Gove, “currently half of criminals re-offend within one year of being released, and nearly half of all prisoners go into prison without any qualifications.”

The Government has also claimed that the prison programme  will reduce reoffending through creating the physical conditions for Governors to achieve improved educational, training and rehabilitative outcomes, and aims to reduce the cost of transporting prisoners between courts and prisons. This builds on the probation reforms undertaken in the last Parliament, which will reduce the costs of the system and reinvest them into extending probation support to 45,000 short-sentence offenders for the first time, to tackle reoffending.

“We will be able to design out the dark corners which too often facilitate violence and drug-taking.” stated  Michael Gove

Around 10,000 prison places will move from outdated sites to the new prisons, significantly improving rehabilitation.

There is little doubt in most societies and religious traditions that prison is necessary for this sin-sick world, however, this is still not what God intended.

While modern prisons are plagued with mounting problems, God’s Way involves swift sentencing and swift punishment.

“God” of Modern Prisons

There is one future case, though, in which God will use a sort of “supermax prison” for His own purpose. A sentence for someone He deems unfixable—but whose imprisonment will yield tremendous results!

 

29 of the Best Ministry Interview Questions

 

Need help figuring out what to ask candidates during the interview?

You  can bet that  most candidates are well-versed in how to answer standard interview questions like, “What’s your greatest  strength? Weakness?” or “Why should I hire you?” or even “Where do you see yourself in five years?”

Because questions like these are so often used to gauge a candidates potential to perform well in a particular sector, answers are usually very scripted, insincere, and most cases tailored to what you’re looking for in a candidate. And, unfortunately, that doesn’t tell you a whole lot.

The best candidates are like axles: If you want to route out the good candidates from the mediocre ones, you’ll need to  spark a more authentic and revealing discussion.

How?  the answer is simple, ask better questions!

  1. “Why are you here?”
  2. “What’s your definition of hard work?”
  3. “Tell me a little bit about your career path, how did you move into this field?”
  4. “How do you take advantage of your strengths? How do you compensate for your weaknesses?”
  5. “What’s the one accomplishment you’re most proud of? Why?”
  6. “Describe one of your most challenging jobs? Why was it challenging and how did you pull the job through it?”
  7. “Tell me about the kinds of performance metrics you use to see if the job is on track?”
  8. “Tell me about a time when you encountered a serious conflict and how you dealt with it.”
  9. “How do you handle a situation where the client does not want to surface and address Risk?”
  10. “How do you make decisions?”
  11. “How do you deal with client employees with low motivation or low skills?”
  12. “What is motivating your job search?”
  13. “What qualities in your co-workers bother you most? Do you appreciate most?”
  14. “If I were to ask your current boss what your greatest strength is, what would he or she tell me?”
  15. “What types of  jobs don’t  you want to work on?”
  16. “Tell me about a work incident in which you were totally honest, despite a potential risk or downside?”
  17. “What will make you love coming to work here every day?
  18. “If you were limited to just one person to get advice and help from, which person would you choose? Why?”
  19. “What’s your greatest fear about this opportunity?”
  20. “Tell me about a time you screwed up?”
  21. “Was there a time you thought the program was going “too fast?” What happened?”
  22. “Describe a time when you were asked to do something you weren’t trained to do. How did you handle it?”
  23. “What would you do if management made a decision you didn’t agree with?”
  24. “What changes have you made in working with others to be more effective at work?”
  25. “If you had only one word to describe yourself, what would it be?”
  26. “What is there about this opportunity that most excites you?”
  27. “Describe the boss who would get the very best work from you?”
  28. “What can you tell me about this job that isn’t in the description?”
  29. “Is there any question I haven’t asked you that I should?”

What do you think are the most revealing interview questions to ask job candidates? Share in the comments!

Professor Pavel Matousek – Laser Man

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

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

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

STFC science writer James Doherty meets the Laser Man.

Pavel, what first got you interested in physics?

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

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

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

So what is Raman Spectroscopy?

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

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

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

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

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

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

What kind of applications?

“The Range of Potential Applications for Sors Is Staggering.”

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

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

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

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

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

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

How did STFC help with this process?

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

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

What are you working on currently?

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

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

How will the medical applications benefit patients?

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

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

Why do you do this research?

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

“As You Push the Boundaries of Technology and Make New Discoveries, the End Goal Always Changes. This Is the Nice Thing about Science.”

How to Cope with a Mis-Sold Job

How to cope with a mis-sold job

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

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

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

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

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

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

Why Would A  Company or Person Block Your Move?

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

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

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

Why is God not moving?  

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

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

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

What Can You Do About it?

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

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

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

Easy, you’re going to read this guide.

Strategy 1 – Remote Working Arrangement

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

Strategy 2 – What’s in It for Me?

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

Strategy 3  –  The Budget Cut

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

Strategy 4  –  The Ease Out

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

Strategy 5 –  Burning Bridges in the Industry  

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

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

Strategy 6  – Get Moving Fast

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

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

Strategy 7  – Your Dream Job Awaits

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

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

Strategy 8 – Remeber to Be Patient  

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

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

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

Any thoughts to share?

A Day in the Life of a Project Manager

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

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

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

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

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

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

9:15 am: Time to get moving

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Axelos CEO Peter Hepworth in the Spotlight

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 promotes best practice frameworks such as PRINCE2 and ITIL and is developing a cyber resilience best practice portfolio later in 2015.

How does  AXELOS  differ from APM?

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.

 

Top 10 Project Management Myths Debunked

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

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

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

Myth #1 – Contingency pool is  redundant  

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

Myth #2 – Project Management software is too expensive

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

Myth #3 – Project Management methodologies will slow us down

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

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

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

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

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

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

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

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

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

Myth #8 Project Managers  can wear multiple hats  

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

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

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

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

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

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

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

13 Basic Facts You Should Know about Modular Homes

The concept behind a tiny garden pavilion in London, UK was simplified by the following equation: shed + office = Shoffice.

Modular homes sometimes referred to as “factory-built construction“,  encompass a category of housing built in sections typically at a factory  location.   These houses must conform to local and regional building  codes for the country the buyer plans to situate the dwelling.  

Just like site-built housing, construction teams build modular homes to  last and increase in value over time.   As the factory finishes building sections of the house, each piece is transported to the homeowners build site on large truck beds.   Local building contractors then assemble the house and inspectors ensure the manufacturer has built your residence to code.   Most customers find that modular housing is less expensive than  site-built homes.

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1. Benefits of Construction

One of the benefits of  construction is that manufacturers build them indoors in an enclosed factory setting, where the materials  used to build the homes are not subject to adverse weather during construction.  

Most building contractors can finish erecting a house in as little as 1-2 weeks, though it may take up to 4 weeks or more for local  contractors to finish building the dwelling on-site once it has been  delivered.

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2. Differences Between Modular and Site Built

Modular homes are not the same as site-built homes, which contractors create 100% at the build site.   That means the
contractor must collect all the materials for a house and built it on-site.   Like a modular home, the site-built home must conform to all regional, state and local building codes.   Many refer to site-built construction as stick-built homes.   Stick built housing is also well-built and designed to last a lifetime.

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3. Difference Between Modular and Manufactured

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Manufactured housing is another form of factory construction.   Many  consumers have mistakenly referred to these homes in the past as mobile homes.   Others refer to manufactured homes as trailers.   Manufacturers do build these houses in a factory like modular homes on a steel chassis.  

The manufacturer then transports sections of the home to the building site as completed.   These dwellings are usually less expensive than both modular housing and site built housing, in part because they don’t come with a permanent foundation.   Trailers and mobile homes are more likely to depreciate than modular or site built homes.

4, Advantages of Modular Construction Over Site Built

Modular homes offer many advantages over traditional site built dwellings. Many consider modular homes a hybrid breed of housing.   Not a manufactured house and not a site built house, these homes offer consumers multiple benefits including costs savings, quality and convenience.   In many ways modular homes surpasses site built housing in quality and efficiency.  

Modulars have grown up. They are more and more becoming a mainstream  selection for first time and secondary homebuyers.   Most people now realise they don’t’ have to give up design quality or customization to buy a prefabricated house.   One of the biggest misconceptions people have of prefabricated housing is they are look alike.   “Boxy” is not a word that can begin to describe prefab dwellings. In fact, more suitable descriptions of these buidlings would include: “Elegant, durable, customised and high-class”.   Many people find they can afford to include more specialization and customization when they buy a factory built house over a traditional stick built construction.  

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5. Cutting-edge Designs

Looking for a building design with a little pizzazz?   You need to check out the latest architectural designs associated with prefabricated buildings.   Firms are now building more    elegant and unique designs to meet the increasing demands of selective customers.   People are selecting modular designs over stick built designs to build their dream homes.

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6. Customised Design and Modification

There are hundreds of companies that offer modular prefabricated construction kits and plans, and most employ various architects and specialized designers to help customize your  home.   That means you have more choices and a wider selection of designers to choose from.   If you don’t find a style you like with one designer you can often move onto another, without even switching  manufacturers.  

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7. Huge Range of Selection

Its always best to select a home that matches your lifestyle and design preferences.

8. Rapid Customisation  

These are often the ideal selection for homeowners in need of a speedily designed homes.   You simply can’t build a dwelling faster.   Site built housing can take months to design and build.   A manufacturer can design and place a prefab house in a few short weeks. You can pick from just as many different styles as you would a site built home if not more, but don’t have to wait weeks for contractors to build your custom house.

9. Precise Budgeting and Timing

Yet another benefit of these designs is the lack of guesswork involved.   You don’t have to worry about how something will look.   You know that everything will arrive to the build site complete and you will know the exact outcome. You also don’t need to worry about unexpected expenses, which is commonly the case with site built homes.   With a prefabricated house, you know exactly what your home will cost and can control that cost from the point of buying to final construction.   This isn’t the case with stick built housing. With stick built housing you also have to worry about surprises in the middle of construction.   It isn’t uncommon for example, for a contractor to quit in the middle of a project.   If this happens you have few choices.  

Your home will sit partially built until you are able to find a new construction team.   This alone may cost you valuable time and money.  

10. Improved Energy Efficiency    

Many prefab houses also come with what manufacturers call the “Energy Star” certification.   This is a national company that promotes energy efficiency.   Buildings with this label use 30-40 percent less energy yearly than traditional stick built housing.  

This saves you time and money.   Some key features of prefabricated housing that help improve energy efficiency include tight installation,  high performance and weather resistant windows, controlled air systems and duct systems, upgraded air-conditioning and heating units and use of efficient lighting and heating appliances.   As a bonus, these features not only save on annual energy costs but also improve the quality of your indoor air. Think energy efficiency isn’t significant?   Think again.   Over the lifetime of your house you could save thousands of pounds  in energy bills by buying a prefabricated dwelling.

11. Design Modification is Easier  

Most prefab homemakers now use computer aided design systems when conducting operations.   This adds to the efficiency of construction and improves the appearance and architecture  of homes.   Prefabricated construction ranges from plain vanilla styling to intricate and complex modern designs.

12. On Time and  on Budget    

Perhaps the two biggest features or benefits of prefabricated housing that manufacturers hone in on are the speed that  they can be built with and the competitive pricing they can offer on the final product.   This is one reason that modular homes are gaining popularity.  

13. Appreciate in Value

These dwellings also appreciate much like site  built housing designs.   Most homeowners are interested in building value in their house over time.   Prefab housing afford you the opportunity to do this (keep in mind however much appreciation is dependent on real estate location).   Select a good build site and your house will gain significant value over time. Other factors may also affect appreciation including landscaping and how well the house is cared for year after year.   These factors also affect site built housing.   Unlike mobile homes, which depreciate, a modular homeowner can expect to gain value from their home year after year. Study after study suggests that modular homes appreciate just as well as site built homes.   They are also just as easily insured and financed.

As far as risk goes, you are no more at risk buying prefabricated housing than site built construction.

Modular Home Facts

  • Modular homes appraise the same as their on-site built counterparts do.
  • Modular homes can be more easilly customised.
  • Most modular home companies have their own in-house engineering departments that utilize CAD (Computer Aided Design).
  • Modular home designs vary in style and size.
  • Modular homes are permanent structures – “real property.”
  • Modular homes are considered a form of “Green Building.”
  • Modular homes are faster to build than a 100% site-built home.
  • Home loans for modular are the same as if buying a 100% site-built home.
  • Insuring your modular home is the same as a 100% site-built home.
  • Modular homes can be built to withstand 175 mph winds.
  • Modular homes can be built for accessible living and designed for future conveniences.


Would you consider a modular home for yourself, or are you more of a traditionalist?

Pocket Living in London: Micro-flats Gain Favour as the Answer to Big City Urban Density

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.

Hogarth Architects transformed another 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.
Large one-room flat in London
Hogarth Architects transformed another 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.
Large 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.

Micro-Apartments-Sloped-Roof-1

Micro-Apartments-Paris-Storage-2Curved  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 is set to go to auction on 30 July
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
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.

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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
Honeycomb Modular Apartments
Housing Complex in Slovenia is a Series of Honeycomb Modular Apartments
Honeycomb Modular Apartments

Housing Complex in Slovenia is a Series of Honeycomb Modular Apartments

Japan’s famed Capsule Tower (and its scheduled demolition!), an iconic structure and unique archetype for contemporary prefab architecture. Designed by Kisho Kurokawa
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
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?  

Playing God: Swedish Train operator uses Big Data to ‘avoid train delays that haven’t happened yet’

In a sign of things to come, a Swedish train operator is using new technology that employs big data to predict the entire commuter train system two hours into the future.

Welcome to the world of “Big Data.” We have more information at our fingertips than any generation in history. We live in the world of “Big Data.” That is the new way people are trying to describe this sea of digital facts, figures, products, books, music, video, and much more. Twitter, apps, Facebook–they’re each giving science new ways to look at what people do and why.

“Hopes, fears, and ethical concerns relating to technology are as old as technology itself.”

We actually welcome some aspect of Big Data. These mysterious data successes (or accidental successes) are easy to see as a kind of Big Brother future, where technology can track your every move and report back to ”¦ someone. However, StockholmstÃ¥g, the train operator is using new technology that employs big data to predict train delays before they happen.

“The Commuter Prognosis –  A Social Scientist’s Dream Come True.”

The mathematic algorithm, called “The commuter prognosis” was  developed in Stockholm, Sweden.

When a train is not on time the algorithm forecasts disruptions in the entire network by using historic big data  to  prevent the ripple effects that actually causes most delays.
Wilhelm Landerholm the mathematician who has developed the algorithm said:

“We have built a prediction model, using big data, that lets us visualize the entire commuter train system two hours into the future. We can now forecast disruptions in our service and our traffic control center can prevent the ripple effects that actually cause most delays.”

The algorithm has been tested but is not currently being  used by traffic controllers.

How  does it work?

The key to the model is a large  amount of historical data. The model works similar to a seismograph, an instrument that measures and records details of earthquakes, such as force and duration, but instead identifies late train arrivals. When this happens, the system  uses historical data from previous occurrences to forecast the likely  impact on the entire train network.

Real-time public transportation information is already used around the globe, however, traffic control centers still typically assess  delays manually to try and prevent further problems in a network. The commuter prognosis system, on the other hand, will forecast these delay effects instantaneously  and provide a prediction of how a single or multiple  disturbance might  affect  the whole  train network. The  commuter prognosis system could change how traffic control centers operate all over the world.

“The Effects of One Delayed Train Can Quickly Multiply Within a Train Network”

Imagine that “The commuter prognosis” forecasts that a train will be 10 minutes late to station C in two hours. To deal with this the traffic control center issues a new train from station A that will arrive on time at station C. As soon as the new train has been put in motion the algorithm re-calculates and gives the traffic control center a new forecast for the entire train network within minutes.”

The most important benefit of “The commuter prognosis” is that it  provides for a more punctual public transportation.

“The commuter prognosis” will be available in a smartphone app based on the original model. The app will integrate with other transportation big data to make commuting easier and  will indicate which coaches are more or less crowded.

Big Data, Ethics, and Religion

These stories remind us that even though companies and governments are doing amazing things with data, it’s at best imperfect. The algorithms and programs they use to filter and respond to data are at least as fallible as the human beings who designed them.  We can also see its complexity and failures as evidence of the amazing omnipotence of our God – who doesn’t make errors and who knows right where to find us, even inside a great fish or the depths of hell.

The arrival of big data has already brought with it numerous questions that have yet to be properly addressed. These questions are methodological, epistemological, and ethical, and they concern (inter alia) the ways in which data is collected, stored, interpreted, represented, and traded.  A further complication is a speed with which data science is advancing, which means that (for example) the application of legal and ethical restrictions to the practice of that science will always risk being several steps behind the point that it has currently reached. There are indications that we are currently sleepwalking towards a situation in which the commercial exploitation of big data routinely increases social division, and renders privacy a thing of the past.

Ket factors

  • A mathematical model interprets big data to forecasts for each train in the train network.
  • The commuter prognosis can warn about delays two hours before the departure or arrival actually takes place.
  • The commuter prognosis calculates how the delay affects other trains in the system.
  • The purpose of “the commuter prognosis” is to make life easier for traffic control centers and to give passengers  a better service.
  • In the future, the algorithm will be potentially adaptable for more types of public transportations and cities.

From Outreach Ideas to Action in Three Easy Steps

From Outreach Ideas to Action in Three Easy Steps

A good idea is great. A good idea that’s executed perfectly can change the world. But a simple idea alone is useless.

A Good Idea That’s Executed Perfectly Can Change the World

There’s an idea that flops and an idea that becomes the next biggest thing. It’s all about how it’s executed. If it doesn’t come with a plan, or if it appears too difficult to introduce, someone else will do it, leaving you with a has-been idea that can no longer be implemented. This is why every ‘brainwave’ ‘eureka’ moment idea needs to be teamed together with a worthy execution”¦if not, don’t expect much.

Pushing an innovative idea forward into something else remains one of our biggest challenges. Admittedly, it can be a super exhausting process, which is why it’s always a great idea to invite the crowd to not only come up with the wonderful ideas, but to also help develop them as well.

There are a few key stages that need to be followed when it comes to getting your crowd in on the idea decision-making and development game.

1. Create a Unique Team

Almost anyone can research and refine new innovative ideas. However, you can take it a step further and invite the crowd to join in the fun and be a part of your team. This will give your idea more validation. It will also decrease any potential risk, and at the same time it could be a huge timesaver when it comes to marketing and finances.

In short, each and every idea should be unique enough to sway people to join a team that supports the idea.

2. Fine Tune that Idea

They say that behind every great idea catapulted onto the market, there was an equally great plan. Every idea requires some sort of plan. It could be just a basic one that briefly outlines the various possibilities connected to it, or it could be a more complex plan that delves into the intricacies of it.

A good plan should include a business plan. This might seem like a given, but you’d be surprised as to how many people don’t have a good business plan to back up their ideas. Plans should also include target audiences, marketing ideas and much more.

You need to approach every idea in a methodical way. You’ll need a unique set of criteria that pertains to one idea – it’s not a case of one-size fits all. You’ll need to answer any question that arises, and until this is done, you can’t move forward and successfully turn your idea into reality.

Use and involve your crowd. Ask them to research various aspects of the idea, and then have them report back and share their ideas and findings with the rest of the group.

3. Don’t Stand for Mediocre

There are literally hundreds upon hundreds of okay ideas. There are even hundreds of great ideas. But, an average or good idea is not enough, which is why it’s absolutely essential to select only the best of the best ideas. It doesn’t matter if it’s only one mind-blowing idea because as the old adage goes, quality is better than quantity.

Quality Is Better than Quantity

The good and even the great ideas might struggle. Such ideas are difficult to get funding for, and it’s more challenging to prototype and deliver them. If you want to make your idea come alive, you need to have defined criteria, which allows for choosing the best idea to follow up on. After the criteria has been established, it’s time to use the crowd again aka Christian community. Ask them to respond accordingly and honestly – does the idea meet all the listed criteria?

If yes, that’s great, you’re moving towards success. If not, it’s back to the drawing board to get it right.

You need to act now and remember this: it’s okay to simply start by putting just one outreach idea into action.

What kinds of challenges do you and your team face when trying to develop your ideas further?

 

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