In the complex tapestry of human interactions, language has become a lens through which we perceive, label, and categorize ourselves and others. This thought-provoking exploration delves into the intricacies of language and its role in shaping perceptions, particularly in the context of Africans and their global counterparts. From the terminology surrounding migrations to the biases ingrained in linguistic norms, let’s unravel the layers of a discourse that questions our shared humanity.
Blog:
Voyages of Discovery vs. Illegal Immigrants:
The journey from Europe to Africa is romanticized as a “voyage of discovery,” invoking images of exploration and curiosity. However, when the direction reverses, Africans moving to Europe are often labeled as “illegal immigrants,” laden with connotations of criminality and transgression. Here lies the first thread in the fabric of linguistic bias.
Refugees vs. Tourists:
A group of Africans seeking refuge in Europe is termed “refugees,” underscoring their dire circumstances and the humanitarian need for assistance. Contrastingly, a group of Europeans in Africa engaging in leisurely pursuits is benignly dubbed “tourists,” emphasizing their privilege and choice of exploration. Language subtly influences our perception of their circumstances.
Poachers vs. Hunters:
Venture into the bush, and the terminology takes a stark turn. Africans in the same environment are branded as “poachers,” echoing criminality and environmental harm. On the other hand, Europeans engaged in similar activities are adorned with the more benign term “hunters,” implying a connection to nature and tradition.
Foreigners vs. Expats:
Black individuals working abroad are often relegated to the label of “foreigners,” emphasizing their perceived distance from the norm. In contrast, white individuals in similar positions are graciously titled “expats,” conveying a sense of expertise and cultural exchange. The contrast raises questions about the power dynamics embedded in language.
The Language of Intelligence:
One of the most poignant observations centers on language proficiency. When individuals from various countries struggle with English, Africans often face stigmatization, being labeled as unintelligent, illiterate, or even dumb. This reveals a deep-seated bias, where English proficiency becomes a misguided measure of intelligence, perpetuating a harmful narrative.
Breaking the Chains of Mental Slavery:
The blog concludes with a powerful call to action. It challenges the normalized prejudices woven into our language, urging Africans to reclaim their narrative. Embracing native languages and rejecting the imposition of foreign linguistic norms is posited as a path to breaking free from mental oppression.
Conclusion:
In this nuanced examination of language, perception, and identity, we confront the biases embedded in our linguistic choices. The blog invites readers to reflect on the impact of language on our understanding of the world, urging a collective effort to dismantle stereotypes and foster a more inclusive, enlightened discourse.
“I find more bitter than death the woman who is a snare, whose heart is a trap and whose hands are chains. The man who pleases God will escape her, but the sinner she will ensnare.” (Ecclesiastes 7:26 NIV) Solomon most likely wrote the above verse from Ecclesiastes in his later years. Who better to write about the enslaving nature of sexual sin than the man who had hundreds of wives and concubines? The scripture tells us that Solomon’s love for foreign women eventually led to his plunge into idolatry. Chasing sex, he allowed these women to lead his heart astray: “his wives turned his heart after other gods, and his heart was not fully devoted to the LORD his God” (1 Kings 11:4 NIV).
In the verse above, the woman can be used metaphorically as sexual sin in general. As in the first few chapters of Proverbs, Solomon here also warns people to steer clear of sexual sin. Those who do not will be ensnared by it. Regardless of gender, sexual sin can enslave people when they give it an opportunity to do so. It is the type of slave master who does not release its victims once they are ensnared. It seeks to consume every area of the slave’s life.
Today, remember, God created us to have dominion over the earth and to subdue it. At the fall of Adam and Eve, the devil usurped man’s dominion and was given the power of death. When Jesus died and rose from the dead, he took dominion away from the devil. And now those who believe in Jesus rightfully inherit that dominion over the earth, the forces of evil and sin. Paul explained in Romans that we are not to allow sin to reign in our bodies. We have dominion over sin and have the freedom to use our bodies to please God.
…so use your whole body as an instrument to do what is right for the glory of God. Sin is no longer your master, for you no longer live under the requirements of the law. Instead, you live under the freedom of God’s grace.” Romans 6:13-14 (NLT)
Let’s Pray Yahweh, thank You for dying in my place on the cross and rising from the dead. Father, thank You for winning back dominion for us over evil, sin and death. God, help those of us that struggle with sexual sin, we confess all our sins to You and repent asking for Your total forgiveness, in Christ’s Name! Amen.
It is said, the greatest need in our world today is peace. No matter what is going on in your life, the Lord promises that you can have peace. No matter what’s happening in your finances, in your relationships, or at work; nothing in this world can take His peace from you. Our part is to listen to what God tells us to do.
You may be thinking to yourself, “God doesn’t speak to me.” But once you receive Jesus as your Lord and Saviour, you become His. The Bible says that you are His sheep, and you can hear His voice, and the voice of a stranger you will not follow. The Lord speaks in many ways. First of all, He speaks through the Word of God. But sometimes, He speaks through the encouragement of a friend, or through a song, or in the beauty of nature. Sometimes it’s a simple “knowing” deep down on the inside of you in your spirit.
Today, if you aren’t sure how God speaks to you, ask Him to send His Spirit to show you and to train you to listen. Open your heart today by faith so you can hear His voice. As you take time to be still and read God’s Word and listen, He will speak. He will reveal Himself to you and give you peace. Receive it!
“I will listen to what God the Lord says; he promises peace to his people… (Psalm 85:8, NIV)
Let’s Pray
Yahweh, thank You for Your promise of peace. Father, I open my heart to You and ask that You teach me to hear Your voice clearly. God, I have decided that I will listen, I will obey, and I will walk in Your ways, so when You speak I will know it’s You, in Christ’s Name! Amen.
When that guy cat-calls you just to get a reaction, what do you do? You ignore him and keep walking.
When that bully pushes all of your buttons just to make you mad, what do you do? you tune them out and move on.
When somebody tries to convince you of something you know 100% isn’t true, you don’t even give it a second thought before you dismiss the argument.
So why don’t we use this tactic against the father of all lies, a.k.a the enemy that is out to destroy your life? Just don’t engage. As soon as you do, he wins. He is cunning, crafty, and manipulative, and he’s only after your heart. He wants to crush it and mutate it and trample it underfoot until there’s nothing left for God to use.
“The thief comes only to steal and kill and destroy…” John 10:10a
I know this isn’t easy. Trust me, I’m a thinker. Overthinking is my second nature, if not my first nature. I have to think through everything, especially when faced with a conflict. If somebody challenges my opinion, my first reaction is to analyze the entire argument…
What are they saying?
Do I agree or disagree? Why?
What do I think?
How does that compare to what they think?
What is true?
What evidence affirms/denies my argument?
Is there any way there is truth in both arguments?
Why do they think what they think?
Why do I think what I think?
And it goes on …
and on …
and on.
I think you get the idea. By the way, all of that overthinking happens in about 2 seconds. It’s an intense self-interrogation until I think my way into a solution that makes sense to me, so I can feel at peace with what I believe and move on.
Sometimes this is a really useful skill, but the enemy knows exactly how to use it for my deepest undoing. The problem with using the “overthinking tactic” against Satan is that he doesn’t care about logic. His goal is not to convince me that his argument makes more sense. In fact, he doesn’t even care about what he says. He doesn’t even believe the lies himself.
“You believe that there is one God. Good! Even the demons believe that — and shudder.”
James 2:19
Satan knows God. He knows scripture. He knows what the truth is, and his goal is to keep you as far away from it as possible. He knows the power that God’s word can have in your life and that terrifies him. He will say whatever it takes to get you to question God and doubt His goodness, and the moment you try to reason with him, you’ve fallen into his trap.
I say all of this because I fall into the trap far too often. The devil uses people near and dear to me to convince me of his lies because he knows it works with almost 100% accuracy. Because their opinion matters so much to me, I will over-analyze their every word and body language to my own demise. Something they say – or don’t say – pricks one of my insecurities (unbeknownst to that person), and the trap has been set. Suddenly, I’m hit with an avalanche of thoughts like these:
“They just don’t care enough about you to ask about your day.”
“You’re stupid for thinking ______ would happen.”
“You’re too dramatic, emotional, etc.”
“It’s your fault that you can’t handle this feeling.”
The first step is to recognize the lie. Now, to do this, you have to know the Truth. No, that’s not a typo. I meant Truth with a capital “T” because you have to know God’s Word, and His word is Truth. Once you start to bury His word in your heart, and begin to recognize his voice, you can more easily discern truth from lies.
“These commandments that I give you today are to be on your hearts. Impress them on your children. Talk about them when you sit at home and when you walk along the road, when you lie down and when you get up.”
Deuteronomy 6:6-7
But it doesn’t stop there! That’s where I made my mistake. I thought, “If I recognize the lie, it will become invalid and it won’t sting anymore.”
False.
Satan is more crafty than that, and he was already one step ahead of me. See, he recognized how I use my interrogation process to reconcile a contradicting thought, so he used it against me. He used it to blur the lines between lie and Truth. So he takes me down this rabbit hole to confuse me and muddle the words of God until I feel so lost, confused, and heartbroken that I can’t even remember what lie got the whole thing started to begin with. He knows how I look for the middle ground to make sense of things, but there is no middle ground between what the devil says and what God says.
So no, it CANNOT end with recognizing the lie. You have to take the next step and make the choice not to engage with the lie. Now, if you’re a thinker like me, this will be hard. Like really, really hard. But you have to choose to look the other way. Change your posture to look toward your loving, protective, jealous, Heavenly Father. Tell the enemy you don’t have time for his games. Don’t try to argue with him and tell him why his lie is a lie and why God’s Truth wins, because he already knows it, and he doesn’t care. He’ll just twist everything around until you find yourself lost in a muddy mess of nothing that makes any sense whatsoever.
“So we fix our eyes not on what is seen, but on what is unseen, since what is seen is temporary, but what is unseen is eternal.”
2 Corinthians 4:18
To sum it up…
Study Truth, that is, the Word of God.
Recognize the lie, which is not the Word of God.
Don’t Engage. Choose to meditate on and dwell in the Word of God.
“Keep this Book of the Law always on your lips; meditate on it day and night, so that you may be careful to do everything written in it. Then you will be prosperous and successful.”
Joshua 1:8
This is not something that my genius, overthinking brain came up with one day. This is something that the Holy Spirit whispered to me, and by God’s grace alone, I heard it. I was on the brink of yet another panic attack and fearful of going back down that dark road. I was on the brink of forming another unsuccessful argument for why the lie was a lie and trying to figure out a way to outsmart the devil this time, and the Holy Spirit simply said, “don’t engage with the lie.” Of course I tried to overthink and analyze again, but He didn’t relent. He just kept telling me, “Don’t engage with the lie. It’s not worth it. Just keep looking at Me. Lean on the love of your Father instead of your own knowledge for once.” Hey, that sounds familiar, right?
“Trust in the Lord with all your heart and lean not on your own understanding. In all your ways submit to him and he will make your paths straight.”
Proverbs 3:5-6
So go ahead. Give the enemy the cold shoulder. Hit him with the silent treatment. Then you will taste freedom. Remember the second half of John 10:10…
“…I have come that they may have life, and have it to the full.”
John 10:10b
Go live in the abundant life Christ bought for you. The enemy’s lies are not worth your time, precious child of God.
Does God talk to you? Does God communicate with people? On its February 13, 2018,broadcast, viewers heard Joy Behar, ABC daytime talk show co-host of “The View” say, “It’s one thing to talk to Jesus. It’s another thing when Jesus talks to you, that’s called mental illness if I’m not correct. Hearing voices.” During the episode, talks revolved around criticisms on U.S. Vice President Mike Pence’s Christian faith. Co-host Sunny Hostin said, “I don’t know that I want my vice president, um — speaking in tongues and having Jesus speak to him.”
It’s sad that communicating with God, which is a primary Christian truth, can be viewed as a mental illness. It’s sadder to think that like these well-known personalities, many think that way. They view God as inaccessible and silent. They believe that it’s not possible to hear Him speak. In refusing to accept this fact, the world loses out. They are missing a lot.
Hearing God speak is one great blessing every child of God enjoys. God’s Words bring life and joy. His messages bring direction and enlightenment; they bring healing.
God speaks through nature.
Engaging with nature is always a fruitful time. We feel serenity setting in and we find ourselves at rest. Marvellous scenes and amazing creatures amaze and baffle us. We feel humbled, we feel thankful. We see an awesome Creator who is all-powerful. We see a faithful God sustaining all He has created. Every time we come out of a nature experience we are recharged, we are repurposed.
Job articulates it beautifully in Job chapter 12, reminding us that the very creatures that exist around us testify of our creator God and in His hand is the breath and life of all creation. Psalm 19 talks of the skies and heavens proclaiming the greatness and praise of our God.
The child of God must make a habit of pausing and taking in the beauty of nature. There is a great benefit in sitting back in solitude around greenery or around tranquil waters. It is there we can still our hearts, see God afresh, and hear Him say, “Be still and know I am God.” (Psalm 46:10)
God speaks through the Written Word.
The Bible is God’s special blessing upon us. He selected believers of different background and experiences to put into writing His very words. Scriptures are ever alive. Its truths relate to people of any generation. The desiring heart will read it and experience its truths alive and active, insightful, cutting through the very core of one’s being. (Hebrews 4:12)
The child of God who seeks to know God and His plans will find direction for living within its pages. Through His Word God empowers us. Through His Word, God draws close to us, and makes Himself known to us.
The child of God must make a habit of opening God’s Word for one cannot begin to understand if one does not know. We can’t prove the truthfulness of God’s Word and promises if there is no knowledge to hold onto and prove. We must open the living Word and allow God’s voice to be heard. Open it and we will hear Him speak.
God speaks through music.
There is something in music that is very powerful. Research proves that it can influence behaviour and it can better one’s physical conditions. Music can change one’s mood and emotions. For instance, classical music can draw one’s mind out of chaos into calm and resoluteness.
There is something even more powerful in worship music. They can uplift your spirit and carry your mind towards greater heights and depths of learning and joy. God places in musicians the inspiration to pen biblical truths so beautifully. Through their meditations and personal journeys, we tap into the very heart of God. We get an overwhelming sense of His desire for our lives, what we need to change, what we need to surrender, and what we need to remember and be assured of.
The child of God must make a habit of listening to and singing Christian songs. It is a wonderful ingredient to private and corporate worship. From a multitude of worship songs, believers find spiritual growth. How many verses from the book of Psalms have taught you great things about God and man? How many verses from Psalms have caused you to understand yourself and others more? Those are Christian songs God uses to teach and encourage us.
Hearing God speak is a normal yet a special thing. God talks and He loves talking to you. He will speak lovingly and meaningfully if you only pose yourself to listen.
From vertical farms to living buildings, the city is on the cutting edge of environmentally sustainable urban solutions in the world.
Home to over 5.5 million, Singapore had no choice but to adopt high-density development because of its tight land constraints.
“We take steps to ensure our self-sufficiency,” says Yvonne Soh, general manager of the Singapore Green Buildings Council. “In Singapore, we have a lot of initiatives to promote sustainability.”
As Singapore expands, a novel approach preserves green space. New developments must include plant life, in the form of green roofs, cascading vertical gardens, and verdant walls mandatory since 2008. This has resulted in urban planners literally weaving nature throughout the entire city – visible from across the landscape. Innovative design has created the illusion of space using “green” and “blue” elements. This includes the creation of one of the largest freshwater city reservoirs in the world.
Much of that vision to keep Singapore both sustainable and livable stems from Cheong Koon Hean, the first woman to lead Singapore’s urban development agency (UDA). With a rising population and finite freshwater resources, some positive action was needed fast, so ministers set up a national water agency, PUB, which became the sole body responsible for the collection, production, distribution, and reclamation of water in the city.
The Gardens: look east for Eden, Singapore Style
Symbol of Singapore and its efforts to promote green space, these “Supertrees” belong to a display at the 250-acre Gardens by the Bay. The high-tech structures range from 80 to 160 feet and collect solar energy to power a nightly light show. They have a softer side too: their trunks are vertical gardens, laced with more than 150,000 living plants. PHOTOGRAPH BY LUCA LOCATELLI, INSTITUTE
Throughout the city, there are many green buildings such as the CapitaGreen office tower, the Park Royal on Pickering hotel and the Tree House condo near Bukit Timah Nature Reserve.
“Singapore is an island about half the size of London which has managed to preserve its cultural—Chinese, Indian, and Malay—and architectural legacy through a heritage conservation program.”
The futuristic ‘Gardens by the Bay’ in central Singapore, is a revolutionary botanical garden spanning over 100 hectares of reclaimed land. It’s a beautiful asset to the city but may also offer a path to the health and happiness of its citizens.
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Garden of Eden is in Singapore!
Transport is another sector that has seen investment recently. On an island of 4.8 million people with limited space. After a series of smart card innovations, people have been able to use e-Symphony, an IBM-designed payment card that can be used to pay for road tolls, bus travel, taxis, the metro, and even shopping.
Have little ones with you? Take them to the Jacob Ballas Children’s Garden, where they’ll learn all about shrubs, plants, and all things green.
Up for a hike? Visit the MacRitchie Nature Trail & Reservoir Park. Complete the 11-kilometer-long nature trail and don’t miss the Treetop Walk, a 250-meter high suspension bridge that connects two of the park’s highest points.
History buffs can make a beeline for Fort Canning Park. Conveniently located in the heart of town, this site is home to numerous historical landmarks, such as Fort Gate, a remnant of a fortress that was built in the 19th century.
Singapore in 1965
When Singapore became independent in 1965, it was a city filled with slums, choked with congestion and a lack of jobs with limited land and no natural resources.
Singapore’s version of public housing is unique.
In 50 years, it has built a clean, modern metropolis with a diversified economy and reliable infrastructure and has transformed from a nation of squatters to a nation of homeowners with a 90% home-ownership rate, currently the highest in the world.
For vulnerable families who cannot afford a flat of their own, HDB helps them through its public rental program.
All these measures combine to make Singapore a smarter city.
“What we have done is to research and try to distill the principles for Singapore’s success in sustainable urban development – we call it a liveability framework,” says Khoo Teng Chye, executive director at the Centre for Liveable Cities based in Singapore.
Back to Eden
The planet simply can’t sustain current levels of resource use and environmental degradation. It has not a choice; cities have to change.
Cities cover just 2% of the Earth’s surface yet consume about 75% of the world’s resources. By 2050, it is expected that 70% of the world population will live in urban areas. According to a 2014 study by the United Nations, rural living is in decline on a global scale. Whereas just 30% of the world’s population were urban dwellers in 1950, more than half (54%) are now housed in cities, therefore, it’s clear they are key to tackling climate change and reducing resource use.
However, quality of life, environmental sustainability, and competitive economics. These are the components that make cities liveable and there is very strong evidence to show that maintaining a connection to nature is good for our health;
“People are happiest when they’re most connected to nature,” says Chris Trott, Head of Sustainability at Foster and Partners, who believes setting schemes and legislation in this way can create awareness in the mind of both developers and the public.”
Fredi Devas, producer of the Cities episode of Planet Earth II says.
“Many studies show that hospital beds with a window onto greenery result in their patients recovering faster. Schools have better attendance and companies have better staff retention, if they have vegetation close at hand.”
Visitors to Singapore are often surprised by how green the island is considering how large a population it crams onto its small landmass. According to the latest Siemens’ Green City Index for Asia, Singapore is the best-performing city in the region when measured against a range of sustainability criteria.
Singapore stands as a model of sustainability and water management in the region and beyond and is the Eden garden city of the future.
Are you stuck working with a project manager who is manipulative and dishonest? If you are, you’re not alone!
Today’s workplace is a cut-throat environment with everyone trying to get ahead in some way, shape, or form. It’s no surprise that there are malicious, sneaky project managers who will do anything to get a leg up to succeed or survive, even if it means throwing you under the bus. Like a clever politician, these project managers keep their desires hidden, but underneath a friendly and charming exterior is a highly destructive individual whose goals are power and control. Pretending to pursue the greater good, he or she adopts the mantra of “company first” with a fervency that inspires admiration and respect, and most people accept his or hers claims of a selfless pursuit of noble causes.
Regardless of your industry, profession, experience level or company, these manipulative people exist and, if given the right opportunity, they can ruin your reputation and career prospects. They’ll tell you that the entire team hates you, thinks you’re arrogant, stupid, or incompetent, and attempt to manipulate you into believing that their opinions are objective facts. A study published in the Journal of Applied Psychology called it “social undermining” and “bottom line mentality.”
“According to a recent survey, roughly 90% of folks who read this post are presently working with at least one person who, mentally, would be described as a manipulator”.
Proving yourself in a new organization is hard enough. When someone manipulates and lies about you, it can hurt your relationships, your reputation, and your career. Luckily, Project Journal has 3 tips for effectively dealing with this workplace danger.
1. Don’t Ignore Your Gut
I should’ve seen it coming. Unfortunately, there isn’t a clear-cut answer to the question “Friend or foe.” If you find yourself putting up your guard around a co-worker, you might wonder if you’re imagining things and being paranoid? Well, maybe you are, but under no circumstances should you ignore your feeling. From experience, this is often the very first sign of trouble. Weak leaders sometimes resort to emotional deceit as a weapon for getting things done. Try to consider facts objectively. Manipulation is normally felt, rather than heard or seen, so you must listen to your gut.
What makes you mistrust this person? Do they constantly gossip? If so, be careful as those who gossip to you, will probably be doing the same about you too and like Mom always said, “If you don’t have anything nice to say, don’t say anything at all.” Plus, you don’t want to get caught up in the drama when people find out about this control freak’s gossiping.
Trust that you will be thrown under the bus when “stuff” hits the fan. If you’re still unsure, you should run their behaviour by objective people you trust. As trust is built on the foundations of a good relationship, instead of basing trust on someone’s words, observe their deeds.
2. Dealing with a Bad Apple
There’s a lot to be said for the old saying, “One bad apple can spoil the whole barrel.” Not only is that true for fruit, but it holds a lot of merit in the work environment. Rude behavior is contagious. Toxic manipulative employees have an unhealthy ripple effect that harms co-workers, managers, and subordinates alike. They lack positive personality traits, such as genuine concern for others, a generous and understanding nature, a desire to teach and encourage, a desire to have straightforward dealings with others. They dwell in a very dark place lit only by their own ambition.
“It takes just one malicious employee among the ranks to wreak havoc on your team’s culture.”
Healthy human interactions are not dominated by manipulation. If you feel you can’t trust them, don’t. Manipulators do not communicate openly. Instead, they resort to flattery or play the victim to gain your trust and sympathy. Through artful, indirect and devious methods, they influence and control others and have a fair amount of social support, most likely because no one wants to be on their bad side. But that doesn’t mean their behavior isn’t harmful.
Your priority in this situation must be to protect your professional standing. Begin documenting every instance of destructive behavior and take it to a higher authority. When a co-worker starts manipulating you and ignoring the behavior doesn’t work, distance yourself, if possible and keep all correspondences. When colleagues try to sabotage you, they might tell you lies to cause you to make mistakes. The more you cover yourself, the less you have to worry about. Change your passwords, shut down your computer when you leave your desk, and keep sensitive documents under lock and key. Remember to “choose your words carefully when sending emails so that things you write can’t come back to bite you. Unfortunately, if you lose your cool, you will be in danger of looking undignified.”
“When you know what a man wants you know who he is, and how to move him.”
’- George R.R. Martin, A Storm of Swords
It can be tempting to excuse the antagonistic worker who seems zealous about his job, but clearly, those employees may be undermining the entire workforce. Being direct lets the other person know you’re aware of their manipulative behavior, and in some cases, that may be enough to nip it in the bud. If you stay out of their world of negativity, you will be a much more difficult target for their manipulation.
3. Counteracting Sabotage
Manipulators are blind to the serious defects in their character, but keenly aware of the slightest weakness or imperfection in others. They are judgmental, suspicious, demanding and calculating, all negative personality characteristics. Even their outward charm is cold and calculated. Before you can deal with the situation, you need to understand the impact.
Is it a small lie with little effect? Is it a big lie that requires damage control or even legal action? Consider how others might view the situation. Although it may be difficult, the best choice might be simply to move on as the people who make it in the long-term are the ones who are honest, hardworking and able to maintain their professionalism.
“According to a recent Wall Street Journal article, workplace sabotage is on the rise in this difficult economy.”
If you choose to directly address the situation. It is critical to use neutral language and tone of voice. Do not stoop to their level, it is important to keep your integrity. Consider having witnesses to your conversation so it’s not your word against theirs.
Your final action can be accepting an apology and moving on, or it can be reporting the lie to a higher authority. In extreme cases, it can be making a formal complaint or hiring an attorney. It’s smart to search for job postings, even when you have no intention to quit. Obviously, you don’t want to let one bad apple lead to your resignation but, if nothing else, knowing you have options can help you feel more empowered and in control of the situation.
Other signs sabotage may be in the works: You don’t receive a promotion or responsibilities you logically should have gotten; cold or averse behavior from management that is (seemingly) out of nowhere; sudden and unexplained alienation by individual co-workers or even entire cliques; or unwarranted and continuous kind behavior from someone that was formerly aloof, ambivalent or even aggressive.
Manipulative behavior is widespread, but fortunately, it doesn’t exist everywhere. Do you have manipulative co-workers? How do you dodge their requests and still manage to pave a successful career path? Tell us what you think?
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We all know that the more power you have, the better you are able to get the job completed. The problem is most project managers have lots of responsibility, but hardly any authority and since most projects exist outside core business structures, they are forced to develop other methods of influence.
One unspoken evil that is often ignored on project management training courses is the politics of project management. While most of us view politics with disgust; there is no refuting that effective project managers are often seen as those who are equipped and able to employ fitting political strategies to further their project goals.
“In a Perfect World the Best Workers Would Be Promoted on Merit Alone and the Best Ideas Would Be Adopted Regardless of Personal Interest – but We Do Not Live in Utopia”
Have you ever included ‘office politics’ as a risk on your risk register? Probably not. Though, consider the potential implications of ignoring the ugly stepchild of project management?
“The Objective of Office Politics Is to Manipulate a Situation in Order to Achieve an Outcome That Will Benefit One Individual or Group at the Expense of Other Individuals or Groups.”
While it is unlikely that ‘office politics’ would be listed directly as a risk on your risk register, it is quite likely that one or more of the outcomes of it would. As a result, if you want to survive and prosper in the real world you need to combine good work with smart politics to ensure your own success and that of your projects. The biggest mistake a project manager can make is to assume that politics in project management doesn’t exist. After all, politics is human nature and has played an integral part in history since the dawn of civilization.
In a group where working interactions are fraught with tension and individuals have their own personal agendas or want to be “top dog” personal conflicts will often get in the way of the project aims. Issues between members of the team become the over-riding concern both for the individuals afraid and sometimes even the project manager. Meetings can consist of jostling for power or simply trying to justify your position and when that happens progress on the project will undoubtedly suffer.
For most project managers, playing politics is a form of slow, soul-destroying torture where logic, self-control, transparency and trustworthiness are replaced by deception, concealment, and sabotage. However, ignoring the external and internal politics surrounding your project or organization is dangerous. Successful project managers need to understand organizational politics and how to make them work for project success.
In the case of project politics you can use these key techniques in a constructive manner:
Carefully Manage Your Own Conduct
The first rule is to at all times act in a way that commands respect and beyond that, respect others. That means not gossiping, spreading rumors or getting sucked into interpersonal conflicts and arguments. Maintain your honesty!
Be positive as a positive outlook is a choice that you can always make and remain professional.
Be confident and firm but not hostile and make sure you take organizational perspectives, not a personal one when voicing objections or giving criticism.
Always assume things will be disclosed, so don’t rely on confidentiality.
Over time you will learn what works in your organization’s culture and what doesn’t. Try to watch other people and identify successful behaviors that you can model to navigate the political minefield.
Review the Organization Chart
Sit back and watch for a while. Identify the real influencers, those who are respected, champions, those who have authority but don’t use it, the mentors and last but not least the true brains behind the organization. Then re-map the organization chart in terms of political influence as politics will often bypass the formal organization chart.
Understand the Social Network
Once you know who’s who in the organization, you have to understand the social networks. This involves identifying who gets along with whom, groups or cliques that have formed and ongoing interpersonal conflicts. Over time you will learn who has the most trouble getting along with others and the basis for the interrelationship whether it be friendship, respect or manipulation, including how the influence flows between all parties.
Build Good Relationships
Now you need to build multiple networks but avoid aligning yourself with one group or another this way you can keep your finger on the pulse of the organization.
Don’t be afraid of politically powerful people and instead, develop relationships that cross the formal hierarchy in all directions.
Build your relationships on trust and respect and avoid empty flattery.
Use Your Social Network
You will need to learn to use your social network to stay clear of negative politics. You can do this through positive political action.
Use your network to gain access to information, build visibility of your achievements and improve difficult relationships.
Attract opportunities where you can shine and seek out ways to make yourself, your team and your boss look good.
Counteract Negative Play
“The Expression, Keep Your Friends Close and Your Enemies Closer” Couldn’t Be Any Truer When It Comes to Office Politics.”
Your mapping of the organization will help you to identify those people who use others for their own political purposes, and not for the common good. Know that these people typically have low self-worth (that’s why they rely on destructive politicking to get ahead). Always be very careful what you say to them. Understand what motivates them, their goals, and how to avoid or counter the impact of their politics
Remember loyalty is not a reliable factor in the workplace!
“It is easy to become a target if you’re ambitious or if you strive for change. One of the biggest mistakes we make in our career is to assume that everyone likes progress. This is not true’Å —’Å many are content with the status quo and will defend it with their life.”
Projects are rarely easy and office politics can compound other sorts of problems that arise so they need to be dealt with swiftly and firmly.
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.
There’s a reason why Mega-projects are simply called “Mega-projects.” Extremely large in scale with significant impacts on communities, environment and budgets, mega-projects attract a lot of public attention and often cost more than 1 billion. Because of its grandiose, a successful mega-project requires a lot of planning, responsibility and work. Likewise, the magnificence of such projects also creates a large margin for failure.
Mega-projects Come with Big Expectations. But a Project’s Success Is Often in the Eye of the Beholder
Despite their socio-economic significance mega-projects – delivering airports, railways, power plants, Olympic parks and other long-lived assets – have a reputation for failure. It is thought that over optimism, over complexity, poor execution, and weakness in organizational design and capabilities are the most common root causes of megaproject failure.
Blinded by enthusiasm for the project, individuals and organizations involved with mega-projects often miscalculate the complexity of the project. When a mega-project is pitched, its common for costs and timelines to be underestimated while the benefits of the project are overestimated. According Danish economist Bent Flyvbjerg, its not unusual for project managers who are competing for funding to massage the data until it is deemed affordable. After all, revealing the real costs up front would make a project unappealing, he said. As a result, these projects are destined for failure.
For example, building new railways spanning multiple countries could prove to be disastrous if plans are overly complex and over-optimized. Such a large-scale project involves national and local governments, various environmental and health standards, a wide range of skills and wages, private contractors, suppliers and consumers; therefore, one issue could put an end to the project. Such was the case when two countries spent nearly a decade working out diplomatic considerations while building a hydroelectric dam.
Complications and complexities of mega-projects must be considered thoroughly before launch. One way to review the ins and outs of a project is through reference-class forecasting. This process forces decision makers to look at past cases that might reflect similar outcomes to their proposed mega-project.
Poor execution is also a cause for failure in mega-projects. Due to the overoptimism and overcomplexity of a project, it’s easy for project managers and decision makers to cut corners trying to maintain cost assumptions and protect profit margins. Project execution is then overwhelmed by problems such as incomplete design, unclear scope, and mathematical errors in risk assessment and scheduling.
Researchers at McKinsey studied 48 struggling mega-projects and found that in 73 percent of the cases, poor execution was responsible for cost and time overruns. The other 27 percent ran into issues with politics such as new governments and laws.
Low productivity is another aspect of poor execution. Even though trends show that manufacturing has nearly doubled its productivity in the last 20 years, construction productivity remains flat and in some instances has even declined. However, wages continue to increase with inflation, leading to higher costs for the same results.
According to McKinsey studies, efficiency in delivering infrastructure can reduce total costs by 15 percent. Efficiency gains in areas like approval, engineering, procurement and construction can lead to as much as 25 percent of savings on new projects without compromising quality outcomes. This proves that planning before execution is worth its weight in gold.
We Tend to Exaggerate the Importance of Contracting Approach to Project Success or Failure
Finally, weaknesses in organizational design and capabilities results in failed megaprojects. For example, organizational setups can have multiple layers and in some cases the project director falls four or five levels below the top leadership. This can lead to problems as the top tier of the organizational chain (for example, subcontractors, contractors and construction managers) tend to focus on more work and more money while the lower levels of the chain (for example, owner’s representative and project sponsors) are focused on delivery schedules and budgets.
Likewise, a lack of capabilities proves to be an issue. Because of the large-scaled, complex nature of mega-projects, there is a steep learning curve involved and the skills needed are scarce. All the problems of megaprojects are compounded by the speed at which projects are started. When starting from scratch, mega-projects may create organizations of thousands of people within 12 months. This scale of work is comparable to the significant operational and managerial challenge a new start-up might face.
In the end, it seems that if organizations take the time to thoroughly prepare and plan for their mega-projects, problems like overcomplexity and overoptimism, poor execution, and weaknesses in organizational design and capabilities could be avoided. After all, mega=projects are too large and too expensive to rush into.
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?
The term ‘Modern Methods of Construction’ (MMC) embraces a range of technologies involving various forms of prefabrication and off-site assembly.
MMC is increasingly regarded as a realistic means of improving quality, reducing time spent on-site, improving on-site safety and addressing skills shortages in the construction of UK housing.
Bridge Crossing Modern Design
The variety of systems now available potentially allows the designer enough choice to sidestep problems deriving from constraints posed by the use of any one method. MMC systems, from closed-panel timber framed systems to bathroom pods are a palette from which designers can make choices. They are not necessarily stand-alone solutions that anticipate all the needs of an individual site and can be mixed and matched as appropriate.
These limitations are not obstacles to achieving the good design in MMC-based schemes, but may hinder the incorporation of more complex and innovative types of MMC from which greater overall benefits may be obtained which are considered under the following headings:
1. COST UNCERTAINTY
There is no doubt that, given products of comparable performance the key issue in purchases of MMC construction systems is the price. At present not enough is known about the potential costs of using volumetric and closed panel systems to enable confident specification at an early date. This inhibits designers from exploring the full potential of MMC systems. This is particularly true of the less repetitive, small, one-off scheme, where a smaller margin of benefits is gained from using MMC. The principal barrier to the uptake of MMC, therefore, seems to be the perception of cost uncertainty with respect to using more complex systems. Without doing substantial project-specific research, consultants and their clients simply do not know with enough degree of certainty how much the volumetric or closed panel systems are likely to cost, and what would be the savings to overall project costs produced by potential speed gains to offset against increased capital expenditure.
This is due to the complexity of assessing the ratio of cost of repetitive elements where pricing is relatively straightforward to the cost of adjusting elements or building in another method for the abnormal condition. Decisions to use innovative systems are likely to be made once designs are well progressed to enable teams to be more certain of costs. This can increase the potential for change or result in design compromise as the designer attempts to incorporate the specific limitations of a particular system in their design.
In an attempt to improve this situation, the MMC consultant and or clients could pull together a directory of MMC expanded to include cost comparison data. The huge range of variables involved inevitably makes this difficult, but a database of current construction cost information would be an invaluable resource.
Contemporary Building Facade
2. PLANNING PROCESS AND EARLY COMMITMENT TO A SYSTEM
The time it can take to obtain planning permission has obvious implications both for project cost but also, in some circumstances, for architectural design innovation.
Most of the more complex types of MMC have an impact on dimensioning, the choice of external finish and detailing may have some effect on the buildings mass. Therefore, the construction system should be chosen prior to a planning application to avoid abortive work, redesign or amendment, or even resubmission for planning permission.
However, developers whose money is at risk, frequently hold off deciding on the construction technique until the last practicable moment, in order to get any advantage from fluctuations in material or component pricing.
Given the potential for lengthy duration of planning applications, this means that there is little incentive to prepare initial designs for planning with a prior decision to incorporate MMC firmly embedded. In cases where the developer has a financial or business link with the supplier, this is less likely to be the case. As the majority of commercial or residential developments involve some kind of arrangement with a developer, agreement on construction systems is often left to the stage after planning.
3. TIME INVESTMENT
Another very significant factor is the time investment required at the early stages of projects. This is needed to develop the design when the project is still at risk. There is a direct relationship between the scale and complexity of MMC component and the amount of time required to develop a design at an early stage.
The introduction of advanced or complex MMC techniques into the design process is potentially costly to the design team. A significant amount of research is needed to explore alternative systems, to obtain verification of suppliers’credentials, investigate mortgage and insurance issues, visit previous sites, talk to system suppliers, obtain technical performance guidelines, understand junctions and interfaces, coordinate other consultants, obtain building control input and so on.
For a consultant, the only way of investing in this research is either through timely payment of increased fees by a visionary understanding client or through the anticipation of increased future productivity through repetition when a project is phased, or large enough, or likely to be followed by another similar project.
The potential of learning a system and then being able to repeat lessons learned efficiently is a powerful incentive for both client and consultant. By contrast, HTA’ s project at Basingstoke is an example of a phased project with a three to four-year duration allowed the design team to repeat various elements of the design, and the manufacturer to develop improved solutions to technical and supply problems.
HTA’ s project at Basingstoke
4. INSUFFICIENT COMMUNICATION
Improved dialogue at the outset of the project is vital if design quality is to be maximised. Constraints and opportunities implicit within a particular system are more easily incorporated into design if partners communicate pre-planning. Increased early communication can be fostered through improved long-term partnering relationships.
Clients should also partner with a range of suppliers and architects so that choice and flexibility is not restricted.
5. INEXPERIENCE
Generally, the inexperienced client or design team will have to do more research, with the result that there is likely to be significant design development without a specific system being incorporated.
This is a disincentive to using a more complex system involving a higher proportion of MMC, where early decision making and knowledge of a system’ s capabilities have a decisive influence on the nature of the architecture. However, encouraging the take up of MMC through the use of a dedicated funding mechanism may assist clients in finding time for research into suitable MMC techniques.
Dome Construction Berlin
6. SUPPLIER’S ROLE
Site capacity studies and early stage pre-planning design studies could be undertaken directly by system suppliers on behalf of clients, cutting out the usual procedure of commissioning design work by independent consultants.
7. ASSUMPTIONS
There are a number of assumptions that are generally held about certain types of MMC that may have been valid at one time but are no longer true today. There is a need for reliable and up to date information comparing system criteria, performance data, timescales, lead in times, capacity, construction time, sequencing issues, limitations, and benefits.
Therefore it would be helpful if a forum for discussion and experience exchange was set up.
8. DEMONSTRATING THE BENEFITS OF MMC
There is still a large amount of skepticism about the need to go very far down the line with MMC. This is reflected in the acceptance of the desirability of maintaining or indeed enhancing the pool of traditional craft skills throughout the UK.
A balanced view is that there is a demonstrable need for the wider use of MMC which is recognized by both industry and government. The best way for clients and the public generally to become more confident and knowledgeable about the quality of design achievable through MMC is to see it demonstrated.
9. FINANCIAL INCENTIVES
There is no doubt that spreading the burden of investment through the life of a project helps to ensure a higher standard of specification and hence quality. In the Netherlands, a ‘ Green Financing’system has been developed by the Dutch government that provides favorable loan finance when certain sustainable standards are reached. In the UK, the Gallions HA has pioneered a study of this, based on a scheme in Thamesmead, ‘ the Ecopark project’.
Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
If you treat risk management as a part-time job, you might soon find yourself looking for one ’- Deloitte white paper (Putting Risk in the Comfort Zone)
I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people ’- Jeffrey R. Immelt
Thoughtfully assessing and addressing enterprise risk and placing a high value on corporate transparency can protect the one thing we cannot afford to lose trust ’- Dale E. Jones, vice chairman and partner with Heidrick & Struggles
We have no future because our present is to volatile. Will only have risk management ’- William Gibson
Risk management is a culture, not a cult. It only works if everyone lives it, not if its practiced by a few high priests ’- Tom Wilson
I think the rise of quantitative econometrics and a highly mathematical approach to risk management was the obverse of a decline in interest in financial history ’- Niall Ferguson
There is no doubt that Formula 1 has the best risk management of any sport and any industry in the world ’- Jackie Stewart
Stronger regulation and supervision aimed at problems with underwriting practices and lenders’ risk management would have been a more effective and surgical approach to constraining the housing bubble than a general increase in interest rates ’- Ben Bernanke
If you don’t invest in risk management, it doesnt matter what business you’re in, it’s a risky business ’- Goldman Sachs president Gary Cohn
Adventure without risk is Disneyland ’- Douglas Coupland
Risk and time are opposite sides of the same coin, for if there were no tomorrow there would be no risk. Time transforms risk, and the nature of risk is shaped by the time horizon: the future is the playing field ’- Peter Bernstein, Against the Gods
As population susceptibilities are better understood, we will be in a better position than we are in today to make informed decisions about risk management ’- Samuel Wilson
Take calculated risks. That is quite different from being rash ’- General George Patton
All courses of action are risky, so prudence is not in avoiding danger, but calculating risk and acting decisively ’- Niccolo Machiavelli
Total enterprise risk management is critical, but implementing it is both expensive and easier said than done. Even the most sophisticated financial institutions are still basically silo risk managers ’- Danny Klinefelter, Professor and Extension Economist with Texas AgriLife Extension, Texas A&M University
Playing it safe is the riskiest choice we can ever make ’- Sarah Ban
The question of whether or to what extent human activities are causing global warming is not a matter of ideology, let alone of belief. The issue is simply one of risk management ’- Malcolm Turnbull
Business people need to understand the psychology of risk more than the mathematics of risk ’- Paul Gibbons,
Risk comes from not knowing what your doing ’-Warren Buffett
You have to take risks. You will only understand the miracle of life fully when we allow the unexpected to happen ’- Paulo Coelho
Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs ’- Michael Porter, Competitive Advantage
Risk management should be an enterprisewide exercise and engrained in the business culture of the organisation ’- OSFI Superintendent Julie Dickson, June 1, 2011 (courtesy Ethidex)
Risk is our business ’- Oswald Grübel, CEO at UBS
When our leaders accept the status quo, we run the risk of disaster ’- Max Bazerman from “Predictable Surprises”
The concept of ‘inherent risk’ is impossible to measure or even define. The idea of looking at risk absent all hard controls, soft controls, or mitigations, provides little or no useful information in most cases ’- Todd Perkins (from Journal of Applied Corporate Finance – volume 19 number 4)
It’s important to take risks but it’s idiotic to take them blindly ’- Terry Levine
Fail to identify the strategic risks and you fail as a business, no matter how well you manage your operational and project risks ’- Keith Baxter
Business as usual is business at risk ’- Deloitte white paper
Risk management is the identification, assessment, and prioritisation of risks ’- Wikipedia
The advent of the ‘megaproject’ is truly upon us as such projects become a key feature of city landscapes.
The Empire State Building, the Panama Canal, the Regatta Hotel in Indonesia – these are just a few of the architectural and infrastructure wonders of the world that you probably take for granted. With the National Geographic putting images on the map and now the Internet fuelling easy access to pics, it’s easy to forget how difficult these projects are for engineers to build. Behind the scenes, much goes on to tackle the making of a magnificent bridge, building or highway and byway. Here are a few such projects that should cause you to sit up and have your breath taken away because of their grandiosity, complexity and stunning beauty.
New York Residential Building
DBOX for CIM Group & Macklowe Properties
DBOX for CIM Group & Macklowe Properties
Still in the building stages, a residential towel at 432 Park Avenue is set to be one of the most expensive addresses in the U.S. Taller than the Empire State Building by 50 meters, the 426 meter building is considerably large, but plans to host just 104 apartments. Living in the building will cost you, though. If you’ve got $17 million you can start the process of bargaining for an apartment; however, the best apartments are the penthouses that will span an entire floor and go for $82 million or more.
The Panama Canal
Now that the Panama Canal has been in place nearly 100 years, we take for granted how it revolutionised trade and travel. The recent billion dollar improvement projects increased the length and width of the canal, adding more locks at both ends of the passageway connecting the Atlantic and Pacific oceans. Now that even bigger container vessels can travail the Canal, neighboring Nicaragua is in the planning stages of building its own canal – to the tune of $40 billion. The best and brightest engineers harnessed real ingenuity to figure out how to tame Mother Nature to advance the cause of expanding travel.
Hong Kong Zhuhai Macao Bridge, China
Hong Kong Zhuhai Macao Bridge, China
Hong Kong’s bridge project is one of the largest most complex in the world and uses a series of tunnels and bridges to connect three major cities: Hong Kong, Zhuhai and Macau. Costing more than $10 billion to build, it will drive the freight land transport needs of the region as well as facilitate the movement of passengers between the cities. The three-lane bridge and tunnel roadway includes the construction of two artificial islands to accommodate the building of the various roads involved with the project.
These and other architectural projects that defy gravity, plunge the depths of the ground and cover the sea are a wonder to behold. They put the best of human genius to work to solve complex problems such as how to build a bridge over a considerable expanse of water and accommodate tunnels under the water. The creativity of the world’s engineers and architects are put to the test, and they come up as winners every time with projects like the Park Avenue residential building, the Panama Canal and The Hong Kong-Zhuhai-Macau Bridge. However, the human mind still can’t come close to understanding the vastness of the whole universe. But as we get better at it, we clearly see two things: how tiny and insignificant man is by himself—and just how huge and wonderful is the plan that God most have for us!
PHOTOGRAPH BY LUCA LOCATELLI, INSTITUTE
Throughout the city, there are many green buildings such as the CapitaGreen office tower, the Park Royal on Pickering hotel and the Tree House condo near Bukit Timah Nature Reserve.
The futuristic ‘Gardens by the Bay’ in central Singapore, is a revolutionary botanical garden spanning over 100 hectares of reclaimed land. It’s a beautiful asset to the city but may also offer a path to the health and happiness of its citizens.
Transport is another sector that has seen investment recently. On an island of 4.8 million people with limited space. After a series of smart card innovations, people have been able to use e-Symphony, an IBM-designed payment card that can be used to pay for road tolls, bus travel, taxis, the metro, and even shopping.