It’s a New Year, and we look forward in hope to a year filled with potential, but we also know there is uncertainty. A review of 2023 reminds us of the changes a year can bring. Some good, some very painful. What will happen in 2024?
We opened December asking, “What is the source of our hope?” And through Scripture, we have seen God in Jesus, meeting our deepest needs. Now in this New Year, we look once again to Jesus the Saviour who has come and who now reigns in heaven until the day he will return.
Words can only begin to describe the power and glory of our ascended Saviour. He is the Lord of life. John describes Him as standing in long flowing robes. Long robes were worn by royalty, or at times of celebration. They were a sign of victory, security, and work completed. A person fleeing danger, or a worker could not be encumbered with a long robe, but Christ stands in flowing robes.
Today there is no threat to God’s kingdom; His redemptive work is fully accomplished. Children of this victorious King have eternal security. As we enter the New Year, may we all declare, “My only comfort in life and death is that I belong to my faithful Saviour, Yahshua the Messiah!”
No one who hopes in you will ever be put to shame. (Psalm 25:3).
Let’s Pray
Yahweh, In a world of uncertainty, I thank you, for the comfort, hope, and peace I have because I belong to you. Father, thank you for being my security and allowing me to share in your victory. In Christ name, Amen.
Marketing your book can be a difficult task, especially if you’re trying to appeal to a specific audience. Christian authors face their own set of challenges in getting people to buy their books, but there are also plenty of ways they can capitalize on their existing fan base and find new buyers. This article will walk you through some of the best ways to market your Christian book, whether you’re an author who just published his or her first book or one who has been writing for years.
1. Outreach Via Social Media
As a Christian author, you have a unique opportunity to reach out to potential readers via social media. By sharing your faith and your love of writing, you can connect with readers who may be interested in your work. You can market your books on social media platforms, such as Instagram, Facebook and Pinterest. Use hashtags like #writeyouheartout and #faithreads. Share quotes from the Bible or inspirational messages that relate to your book. Inspire other writers by sharing social media posts or blog posts on how God has used the craft of writing to change you and others around you. I was blessed when i found an inspiring Christian blog such as “when we need God”. Outreaching and being published on these type of Christian blogs can also help book authors to be found by Christian audience.
2. Reach Out With Newsletters
You can let people know about your book by sending out newsletters. This is a great way to connect with potential readers and let them know what you’re doing. You can also include a link to your book’s sales page in the newsletter. You should have an opt-in form on your website that encourages people to sign up for the newsletter. In addition, make sure that when someone subscribes, they receive a confirmation e-mail.
3. Call Other Believers
One of the best things you can do as a Christian author to market your book is to call other believers and let them know about it. You can also ask them to help spread the word by sharing your book with their friends and family. If you’re not sure who to contact, there are many free tools online that will list all the churches in your area. Send out some invitations if you find one with a lot of attendees.
4. Speak at Your Church
Start by marketing your book at your church. This is a great way to get started because you already have a built-in audience of people who know, like and trust you. You can do this by giving a short talk about your book during service, setting up a table in the lobby with information about your book or passing out flyers. Ask your pastor to mention your book when they mention you as a Christian author who attends their church. Once again, this will be another opportunity to connect with your congregation. You could also pass out copies of your book before and after sermons so that those in attendance will read it on their own time and write a review for you.
5. Market Your Book in Christian Conferences and Seminars
If you want to market your book to Christians, one of the best places to start is by attending Christian conferences and seminars. Here, you’ll be able to connect with potential readers and other authors and professionals in the industry. When attending these events, be sure to have plenty of business cards and bookmarks on hand to promote your work. You can also create a special offer or discount code to encourage people to buy your book.
6. Give Away Freebies Related to Your Book
If you’re a Christian author, chances are good your book is about Christianity in some way. A great way to market your book is by giving away freebies that are related to your book’s topic. For example, if your book is about marriage, you could give away a free e-book on “10 Tips for a Happy Marriage.” Freebies related to your book like bookmarks and notepads with quotes from the book on them will help you attract readers who are interested in what you have to say.
7. Write About Your Book on Your Website
If you have a blog or website, make sure to mention your book on there and include a link to where people can buy it. Write blogs on your website. This will help you connect with potential readers and give them a taste of your writing style. Plus, it’s a great way to build up your platform and get people interested in what you have to say. Ensure you optimize your site by making sure your keywords are present throughout the content so search engines will be able to find it. You should also consider writing guest posts on other blogs in your niche and do webinars that are related to the topic of your book.
8. Post Your Book’s Cover on Pinterest
There’s a section on this list about marketing your Christian book on social media platforms, but Pinterest is more than a social media platform. It’s also an easy way to promote your book with visuals.
Create a free account and pin the cover of your book to one of the boards you create.
Write a short description and include the link to buy your book to generate sales.
Use keywords that are related to religion or Christianity to make it easier for people who are searching for these topics or terms to find you.
Include links from other places where your readers can find you such as Facebook, Google.
9. Share Your Work on Online Christian Forums
One great way to market your book is by sharing it on Christian forums online. This will help get your work in front of potential readers who are interested in reading material from a Christian perspective. When posting on forums, be sure to include a link to your book’s sales page so that interested readers can easily find and purchase your work. Get involved with online communities related to your book’s topic. Share your expert insights and connect with potential readers.
10. Give Podcast Interviews
Podcast interviews allow you to share your faith with others and talk about your book in a natural way. If you have no idea how to start the interview, give them some background information on yourself, like where are you from, what is your favorite food? Once the interviewer knows who you are, he or she will likely ask about your book. When it comes time to promote the interview, be sure that you send out an e-mail and tweet. These tools can help get people interested in what is happening.
11. Reach Out to Influential Bloggers
Hiring or consulting influential bloggers is a great way to market your Christian book. These bloggers have already established themselves as experts in their field, and they can help you reach a larger audience. Reach out to influencers and bloggers who have been featured in major publications like Christianity Today or RELEVANT Magazine. They may be able to help promote your work too!
12. Give Away Books
Book giveaways allow potential readers to sample your work and see if they like it. You can give away copies through social media, your website, through Amazon or in person. Be sure to let people know how to get in touch with you to claim their prize. There are a number of sites where you can host a book giveaway, such as Listy and Goodreads. If you have a website or blog, you can do one of these. After that, you’d urge anyone who has received the book to post a review or testimonial in support of it online.
13. Go Door to Door
Start by going door to door in your neighborhood and asking people if they would be interested in reading your book. You can also offer a short summary of the book. If you get a positive response, leave them with a business card or contact information so they can reach you when they’re ready to purchase.
14. Submit Book Reviews on Amazon
As an author, you can submit book reviews on Amazon, which can help generate interest in your book and also help with its ranking. When submitting a review, be sure to include the title of the book, the author’s name and why you would recommend it to others. Also make sure that you write a detailed review that includes what the book is about, what was good about it, and what wasn’t so great.
15. Review Your Book on YouTube
As a Christian author, one great way to market your book is by creating a YouTube review. This is a great way to get your name and face out there, giving potential readers a taste of your book. Plus, if you have good production values and an engaging personality, your YouTube review could go viral, reaching hundreds or even thousands of people.
Closing Thoughts
If you’re a Christian author, marketing your books can be one of the most difficult parts of the process. Book marketing is more than just advertising. You also need to promote yourself and your brand as an author so that people know who you are and what you wrote.
What is your priority today? Where is you focus? Do you have so much on your “to-do” list that you don’t even know where to start? The question is, is all of that really necessary?
The Scripture tells us there is only one priority needed in life, and that is to sit at the feet of Jesus. When we sit in His presence, we get to know Him. We hear His voice and He shows us the way that we should go. When we don’t take time for God, that’s when the enemy steps in, and we feel the cares and worries of the world.
Today, take a moment to review all that is priority in your life. Evaluate how you are spending your time. Tune out unnecessary distractions and tune in to God’s voice. Make time for Him every single day, because that is the one thing that is needed to overcoming the enemy, worry and this negative world!
“…You are worried and upset about many things, but few things are needed — or indeed only one…” (Luke 10:41–42, NIV)
Let’s Pray Yahweh, today I choose to make You priority in my life and set my heart and mind on You. Father, I choose to cast my cares and focus on what’s most important, talking to You, hearing Your voice and being in Your presence, so I can follow Your Word, Your will and Your ways! In Christ’s Name! Amen.
If you’ve never been in the habit of keeping a faith journal, you might think your meditative prayer and reading scripture has given you a strong spiritual life. But beginning your journaling journey can supplement your spiritual practices and make tangible much of the faith you’ve taken for granted. Staring a faith journal is a great way to track your daily prayers, the gratitude you feel for God’s gifts and offers new ways of exploring scripture. Take that leap of faith today.
1) Creative Prayer
A faith journal doesn’t have to be exclusively about writing. Color, shape and doodling – whatever takes your heart’s desire – can all have its place in your faith journal.
If your prayer is directed at someone special, it can feel exceptionally powerful to write their name and sketch a growing, colorful shape around it. Once their name appears on the page, glorified by color, you can write your prayer for them or simply think about it. But the prayer will have a physical manifestation that can strengthen it.
You can also sketch mandalas in a meditative way. These complex patterns of repeating shapes can be relaxing to sink into, and drawing and coloring them can become a form of prayer in itself. It’s your faith journal, so get creative!
2) Making Prayer Tangible
The time you spend in prayer each day forms a valuable foundation for your spiritual life and strengthens your connection with God. When this takes place in your mind it’s almost a meditative practice, and can often lead to a profound inner feeling.
Writing your prayers down can strengthen them further as the process of putting your thoughts into writing can make them more tangible. Through your faith journal you can pursue a closer connection to God, creating a concrete history of your prayers and devotion on any given day.
If you write in a stream-of-consciousness, letting the words flow out of you, you might be surprised at what you look down to read. New, deep ideas can turn up on the page without conscious effort. Alternatively, writing your prayers in bullet form can help you conceive of them more accurately and make them easier to review in the future.
3) Scripture Is Powerful On The Page
Strengthening your connection to scripture is a great way to explore your faith. We all have particular passages that speak to us, those that we come back to time and again to find peace in or contemplation amongst. Reading scripture is one thing, but journaling scripture can take your understanding of your favorite passages to another level.
Exploring the idea of a crossbook – a book that comes with printed scripture on one side of the page and a blank side opposite for your thoughts and notes – is a great way to begin your faith journal. You can underline and highlight the passages that speak to you on one side, while elaborating on how it deepens your devotion on the other. You’ll be on a path to wisdom and faith.
4) Track Your Holiest Behaviours
A faith journal can also function as a diary for all your holiest habits, letting you reflect on your past week or month and consider ways you can better manifest your faith in the future. You can record how many hours you spent volunteering, how your generosity manifested and how long you prayed for in your faith journal.
Having a record of these behaviours can make it easier to strengthen them as routine habits. All these practices have great spiritual value and your faith journal will encourage you to perform them more often.
5) Express Your Gratitude
There are many spiritual and psychological benefits to gratitude, yet if you don’t make an effort to express your gratitude it can often slip away without being recognized. Journaling gives you an example to record God’s gifts, ensuring that you value them for what they are.
Taking time out of each day to write down what God has brought you can make each day, no matter how hectic or stressful, seem a little brighter.
Amen
Keeping a faith journal has so many spiritual and psychological benefits and it’s sure to strengthen your relationship with God as well as developing a deeper understanding of his message. Get creative with your faith journal with colors, shapes and content. You’ll soon find out it’s a habit that’s hard to break.
Katherine Rundell is a spiritual writer at UKWritings.com and Academized.com services. She works with local church groups to inspire young people to explore their faith in new and creative ways. She is also a proofreader at Boomessays.com.
A newly married man wrote this to a computer *Data Analyst*
Dear Data Analyst
I am desperate for some help! I recently upgraded my program from *Girlfriend 7.0* to *Wife 1.0* following acceptance of theoath from the KJV Bible Instruction Manual and found that the new *Wife 1.0* program began unexpected Child Processing? *Wife 1.0* has also taken up a lot of space and valuable resources. This wasn’t explicitly mentioned in the _KJV instruction manual?
In addition *Wife 1.0* installs itself into all other programs and launches during systems initialisation at the start of each day and then it constantly monitors all other system activities.
Applications such as *”Boys’ Night out 2.5″* and *”Golf 5.3″* no longer run, and crashes the system whenever selected.
Attempting to operate selected *”Soccer 6.3″* always fails and *”Church 5.1″* and *”Shopping 7.1″* runs instead.
I cannot seem to keep *Wife 1.0* in the background whilst attempting to run any of my favorite applications. Be it online or offline.
.
I am thinking of going back to *”Girlfriend 7.0″*, but the uninstall button doesn’t work on this program and after reading the instruction guide seems to be prohibited by KJV Manual 9.0. Can you please help?
The Systems Analyst replied:
*Dear Customer,*
This is a very common problem resulting from a basic misunderstanding of the functions of the *Wife 1.0 program and a lack of understanding of the KJV Bible Instruction Manual*.
Many customers upgrade from _Girlfriend 7.0_ to _Wife 1.0_ after acceptance of theoath from the KJV Bible Instruction Manual thinking that _Wife 1.0_ is merely a *UTILITY AND ENTERTAINMENT PROGRAM.* This is not the case!
Actually, *Wife 1.0* is an _OPERATING SYSTEM_ designed by its *Creator* to run everything on your current platform. You must therefore review the KJV Bible Instruction Manual for daily guidance.
You will not be able to purge *Wife 1.0* and still convert back to _Girlfriend 7.0_, as *Wife 1.0* was not designed to do this and it is impossible to _uninstall, delete or purge the program files from the System once it is installed. The KJV Bible Instruction Manual only permits one installation. There maybe one or two exceptions to this rule, but you do not meet the criteria.
Some people have tried to install _Girlfriend 8.0 or Wife 2.0_ but have ended up with even more problems. *_(See Manual under Alimony/Child Support and Solicitors’ Fees/)._* Plus the instruction manual clearly states whoever uninstalls Wife 1.0_ , except for sexual immorality, and installs another, commits adultery.”
Having *Wife 1.0* installed, I recommend you keep it Installed and learn to deal with the situation as best as you can. You will find that the more closely you adhere to the insttruction manual and operate in accordance with the authors example the better your experience will be.
When any faults or problems occur, whatever you think has caused them, you must run the………
*C:\ APOLOGIZE\ FORGIVE AND PRAY.EXE* Program and avoid attempting to use the _*Esc-Key_ for it will freeze the entire system.
It may be necessary to run *C:\ APOLOGIZE\ FORGIVE ME AND PRAY.EXE* a number of times, and eventually hope that the operating system will return to normal.
Although *Wife 1.0,* demands respect, love, and attention,*Wife 1.0,* can be very rewarding.
To get the most out of *Wife 1.0,* , consider buying additional Software such as *”FAMILY PRAYER TIME 1.0, Flowers 2.0″* and *”Chocolates 5.0″*,*”Attention 6.0″* and *”HUGS\ KISSES 7.0″* or *”TENDERNESS\ UNDERSTANDING and SHARE HOUSEHOLD DUTIES 10.0″* or *”even Eating Out Without the Kids 7.2.1″* _(if Child processing has already started)._
*DO NOT* under any circumstances install *”Secretary 2.1″* _(Short Skirt Version)_ or *”One Nightstand 3.2″*, as this is not a supported Application for *Wife 1.0* and the system will almost certainly *CRASH*. In addition this could disqualify you from upgrading to, HEAVEN .11.0.
PS’ When my relationship crashed, I took a hard look at the conventional wisdom. Then did a reboot and emerged with a partnership that was built to last.
Global resourcing specialist BPS World has warned that one of the main challenges facing employers in the UK in 2017 will be the impact of Brexit on the ability to attract talent, particularly in the high-value digital, technical and engineering industries where recruiters are already struggling with severe skills shortages. This follows the publication by BPS World, of: “Brexit: What the World is Saying” which, for the first time, researched the global impact of Brexit and how other countries believe it will impact on skills.
Simon Conington, Founder of BPS World, has urged the government to ensure that the UK continues to have access to skilled professional from Europe, particularly in the sectors where there are already skills shortages, or face a sharp decline in the UK’s ability to compete.
Although the UK will not be leaving the EU until 2019 we can expect an announcement this year on the shape of Brexit and what it will mean in practice.Under so-called ‘hard-Brexit’ freedom of movement would be restricted and it would be as difficult for talent to be recruited from France as from the US. It is this that alarms those at the sharp end of skills shortages, such as BPS World. Recruits themselves are already showing signs of being aware of these new competitive forces: research revealed that almost half (48 per cent) of UK jobseekers were more concerned about finding a job than before the referendum.
Last year BPS World spoke to business leaders, representative bodies and professionals in the recruitment and retention sectors in Europe, India, Australia and the USA. The research focussed on the sectors most affected by skills shortages in the UK and overseas. It is in these sectors that the impact of Brexit and any restrictions or changes to work permits, is likely to be most keenly felt.
One of those they spoke to was Marco Dadomo, from the Verein Deutscher Ingenieure (VDI, Association of German Engineers) in Düsseldorf: “As we know, Britain has already problems finding enough specialists in this sector. Brexit will make it less attractive for international experts to work in Britain for a British company. We have also heard that quite a lot of UK experts of different sectors plan to leave Britain when Brexit will be implemented.”
Simon Conington, Founder of BPS World argued;
“2017 is going to be a pivotal year for the UK economy. The decisions the government makes now on the implementation of Brexit will affect our ability to attract the talent we need to grow. The impact will be felt immediately as talent will not come to the UK if they know they will have to leave within two years.We urge the government to continue to ensure we have access to skilled people, particularly in sectors where we’re already struggling to find the talent we need.”
Kevin Green, Chief Executive of the REC welcomed the report:
“This review of the international community’s fears and needs following the EU referendum contains warnings about the challenges employers could face in the future. The prospect of skill and talent shortages intensifying in higher-end sectors is a huge concern. The government must ensure that any changes to immigration policy as a result of the EU negotiations reflect immediate labour market needs so that businesses can continue to grow.”
Brexit: What the World is Saying is available free to download from www.bps-world.com
Notes to Editors
BPS World are global resourcing experts who work across a number of sectors, specialising in technology, marketing and engineering.
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.
On the morning of June 24, the world awoke to a changed Europe. For over 40 years Britain has been part of the European Economic Community and then the European Union.
The leave-vote has caused an “immediate and profound” economic shock in the UK. This has, in turn, had a devastating effect on a number of businesses in the last month.
Christianity in the UK is split, confused, scared of the future and fighting with itself – much like the rest of the country. So what happens now?
David Cameron said “It Was A “Self-Destruct Option” for the Country, Whilst George Osborne Said It Will Tip the UK Into a Year-Long Recession, With up to 820,000 Jobs Lost Within Two Years.”
Brexit campaigners believe that British voters have taken a once-in-a-lifetime opportunity to restore Britain’s sovereignty. However, the Brexit job losses have already begun. A number of construction firms and management consultants throughout England have been forced to downscale and many feel as if they are desperately clinging on, waiting for things to get better. Tech companies are also putting projects on hold, which means a slowdown in hiring of software developers, IT architects, and project managers, according to Robert Grimsey, director of Harvey Nash.
If your Facebook feed looks anything like mine, you’re seeing a lot of anger. Remain voters are furious, accusing the Leave campaign of lies and the Leave voters of xenophobia, ignorance, stupidity and worse. Of course, it’s not just the people who voted to stay who are angry. Reports of racist attacks are rising too.
What would Jesus do?
Jesus might have been the Prince of Peace, but he also knew how to get mad. His outbursts against corruption, hypocrisy and bad leadership are hair-raising. We’ve heard a lot of arguments from the UK’s political parties this month, but no one has actually made a whip and driven their opponents out of the House of Commons (so far, anyway).
The people of Britain voted for Brexit in a decision which will transform this nation and Europe forever.
As a former consultant, I want to consider how management consultants, in particular, can continue to not just survive but thrive in these difficult financial times.
At first glance, the prognosis might seem gloomy. The International Monetary Fund has predicted that Brexit will lead to a British recession, which would inevitably hit poorer people hardest. But snap reactions from the markets aren’t a reliable guide to long-term economic effect. And just as British trade didn’t begin in 1973 when Britain entered the EU, it won’t end in 2016 with Britain’s vote to leave. Many smaller nations trade successfully without participating in wider trading blocs; the world’s fifth-biggest economy will be able to do the same.
First of all, then, I urge that supplications, prayers, intercessions, and thanksgivings be made for all people, for kings and all who are in high positions, that we may lead a peaceful and quiet life, godly and dignified in every way. (1 Tim. 2:1, 2)
1. Embrace the Change and Innovate
There is ongoing uncertainty over what will happen once Britain leaves the EU because it needs to make new trade agreements with the rest of the world.
The secret to success in a recession is innovation. It’s time to improvise, adapt and overcome. In fact, in a study by Forrester, 70% of business executives said that in a recession, innovation is a top priority. However, to successfully innovate, companies have to be open to the idea of change – and that’s why the success stories of the recession are the innovators who are open to change.
This is the best time to change, but how? If you find yourself desperately treading water in an attempt to keep staff occupied in the wake of stalled projects, don’t panic. You will have to make some changes, improvise, adapt and seek out the advantages to overcome. It really is a sink or swim mentality.
2. A Long-Term View of the Financial Game
Successful companies look for ways to reduce costs creatively. Start by reviewing your financial model. Review existing contracts and seek to add value and expand. If your biding on a 3-year contract, do you really need to make a profit in year 1. Wouldn’t it make sense to take a long-term commercial view and instead seek to win a contract at cost in order to retain talent as recruiting new employees is so expensive? You can then concentrate your efforts on developing strong client relationships, building trust, performing well and adding value. Pay much more attention to critical components of your client’s operations activities that may often appear to be mundane. This will invariability enable you to make further recommendations that are approved and generate profit in future years.
“In the Corporate World, There Is a Growing Recognition That Strong Relationships With Customers Can Form the Bedrock of Future Innovation.”
Consider though that whilst it is a knee-jerk reaction to cut costs, try not to rely on this as your only business tactic as your competitors will be doing exactly the same thing. The way to succeed in the current market is to be a leader, not a follower, so ensure you have a carefully prepared game plan.
Look at what makes your propositions unique? What do you offer that no one else can? How do you add real value to your customers, rather than just a half-price bid? Focus on what your competitors aren’t offering, and vigorously market it.
3. Be Clever With Your Marketing
Your marketing strategy is more important than ever before – Think creatively and find different ways to grab people’s attention and keep them coming back for more.
4. Leading With Clarity and Commitment
Don’t lie to employees and hide the magnitude of the situation. Honesty is the best policy. Business functional leads at these firms should establish concrete milestones to gauge progress toward clear goals. You can inspire employees not only with motivational messages, but also through incentives such as wage hikes, and investment in developing talent. This approach is as crucial as improving processes and deploying new technology. Though this may sound like a platitude, management must treat employees with respect and dignity if they want exceptional performance and occasional sacrifice during tough times.
5. Embrace the Power of Online
Social media is an incredibly powerful tool through which to reach your target audience. You should start to unlock the power of blogging, building a solid readership and becoming a thought leader in your industry using websites like LinkedIn. As your readership continues to grow, so will your social media following – and by communicating frequently with your followers and potential customers online, you have more chance of drumming up more business and closing that deal. As the economy improves, your loyal followers will stay with you.
These five practices are of equal value for organisations to remain competitive in the long slow climb toward economic recovery.
Although times are very tough for organisations recently, there is light at the end of the tunnel – and those who have been clever and innovative in their business strategies will continue to thrive long after the Brexit recession.
Britain will almost certainly have a new Prime Minister and their first job will be forming our new relationship with Europe.
Learning from the lessons of 2014, UK churches also have a crucial role to play following the EU referendum vote. But it is about more than a church service of unity. Reconciliation requires accepting the hurt and the pain but also working to rediscover and celebrate the image of God in each other.
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
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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.
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The project management landscape is changing with an increased emphasis on productivity, reporting, and information technology. A number of studies have been completed that look into the success and failure rates of projects.
Below are 15 shocking statistics that reveal how project management has changed and is performing across various industries over the last 5 years.
There is projected to be 15.7 million new project management roles to be added globally across seven project-intensive industries by 2020 reaching an economic impact of over $18 trillion, across seven project-intensive industries including Manufacturing, Finance & Insurance, Information Services, Utilities, Business Services, Oil & Gas and Construction (Project Management Institute)
75% of IT executives believe their projects are “doomed from the start. (Geneca)
The healthcare industry is projected to increase project management roles by 30%, a higher growth rate than any current project intensive industry between 2010 and 2020. (Project Management Institute)
A third of all projects were successfully completed on time and on budget over the past year. (Standish Group)
80% of “high-performing” projects are led by a certified project manager. (PricewaterhouseCoopers, Insights and Trends: Current Programme and Project Management Practices 2012)
One in six IT projects have an average cost overrun of 200%. (Harvard Business Review 2004)
44% of project managers use no software, even though PWC found that the use of commercially available PM software increases performance and satisfaction. (Pricewaterhouse Coopers)
More than 90% of organizations perform some type of project postmortem or closeout retrospective. (The Standish Group: CHAOS Research Report 2013)
On average, it takes 7 years in the profession to go from entry-level to managing large, complex projects. (ESI International: Annual Salary Survey 2013)
The average large IT project runs 45% over budget, 7% over time, and delivers 56% less value than expected. (Project Management Institute: Pulse of the Profession 2015)
Only 64% of projects meet their goals. (Project Management Institute: Pulse of the Profession 2015)
60% of companies don’t measure ROI on projects. (KPMG New Zealand: Project Management Survey 2010)
The United States economy loses $50-$150 billion per year due to failed IT projects. (Gallup Business Review)
In just a 12 month period 49% of organizations had suffered a recent project failure. In the same period only 2% of organizations reported that all of their projects achieved the desired benefits. 86% of organizations reported a shortfall of at least 25% of targeted benefits across their portfolio of projects and many organizations failed to measure benefits so they are unaware of their true status in terms of benefits realization. (KPMG – Global IT Project Management Survey 2005)
According to an IBM study, only 40% of projects meet schedule, budget and quality goals. (Harvard Business Review 2004)
If you have any other project management statistics please share them with us.
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.
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.
Due to the large scale and outlook attached to them, mega-projects have a large opportunity for failure. Typically, the failure begins at the outset of the project, whether that be due to poor justification for the project, misalignment among stakeholders, insufficient planning, or inability to find and use appropriate capabilities.
Underestimated costs and overestimated benefits often offset the baseline for assessing overall project performance. This is why it is important for organizations to first establish social and economic priorities before even considering what projects will answer their needs. Once social and economic priorities are established, only then can a project be considered. Selecting projects must be fact-based and transparent in order to ensure accountability with stakeholders and the public.
Successful Megaprojects Must Have Robust Risk-analysis or Risk-management Protocols
It’s also important to maintain adequate controls. Successful megaprojects must have robust risk-analysis or risk-management protocols and provide timely reports on progress relative to budgets and deadlines. Typically, progress is measured on the basis of cash flow, which is less than ideal as data could be out of date and payments to contractors do not correlate construction progress. Instead, project managers should deliver real-time data to measure activity in the field. For example, cubic meters of concrete poured relative to work plans and budgets.
Overall, improving project performance requires better planning and preparation in three areas: doing engineering and risk analysis before construction, streamlining permitting and land acquisition, and building a project team with the appropriate mix of abilities.
Project developers and sponsors should put more focus into pre-planning such as engineering and risk analysis before the construction phase. Unfortunately, most organizations and sponsors are reluctant to spend a significant amount of money on early-stage planning because they often lack the necessary funds, they are eager to break ground and they worry the design will be modified after construction is underway, making up-front designs pointless.
However, it’s proven that if developers spend three to five percent of capital cost on early-stage engineering and design, results are far better in terms of delivering the project on-time and on-budget. This is because through the design process, challenges will be addressed and resolved before they occur during the construction phase, saving both time and money.
It’s not unusual for permits and approvals to take longer than the building of a megaproject. However, if developers look to streamline permitting and land acquisition, that would significantly improve project performance. Best practices in issuing permits involve prioritizing projects, defining clear roles and responsibilities and establishing deadlines.
In England and Wales, developers applied these approaches to cut the time needed to approve power-industry infrastructure from 12 months to only nine months. On average, timelines for approval spanned four years throughout the rest of Europe. Likewise, the state of Virginia’s plan to widen Interstate 495 in 2012 was able to cut costs and save hundreds of homes thanks to land acquisition planning by a private design company.
Investors and Owners Must Take an Active Role in Creating the Project Team
When it’s all said and done, projects cannot deliver the best possible return on investment without a well-resourced and qualified network of project managers, advisers and controllers. Investors and owners must take an active role in creating the project team.
It’s not enough to have a vague overview of what the project might look like in the end. Instead, it’s necessary to review risks and costs and draft a detailed, practical approach to tackle various issues. An experienced project manager cannot do it all alone. The project team must include individuals with the appropriate skills, such as legal and technical expertise, contract management, project reporting, stakeholder management, and government and community relations among others.
Failure to Properly Plan for These Projects Could Have a Negative Impact on Society
While mega-projects are important in filling economic and social needs, failure to properly plan for these projects could have a negative impact on society. Take Centro Financiero Confinanzas (Venezuela), the eighth tallest building in Latin America at 45 stories, located in the financial district of Venezuela’s capital, Caracas for example.
To those unaware of its history, the Centro Financiero Confinanzas is actually home to over 700 families, a “vertical slum” that is a truly fascinating example of reappropriation of space in an urban environment. An ironic symbol of financial failure that was intended to represent the unstoppable march of Venezuela’s booming economy.
It’s much more than an unbuilt building, bridge or tunnel, failed mega-projects are a blow to the economic growth and social improvements of communities around the world.
There are a few who get project management right from the outset, but for many it’s a minefield. In theory, project management seems easy, but it’s not as straightforward as it seems. If you’re like the majority of people, you follow what seems like a simple project management process. You start by setting your budget, you choose the right people to join the team, and hope the project gets completed without too many hitches along the way.
But, realistically speaking, project management is nothing like this – it’s hardly ever so straightforward. Mistakes are made. You might choose the wrong people to complete the project. Your team might have no idea what’s expected of them or what the project goals are, or in some cases they might even receive conflicting information, which puts the whole project in jeopardy. Sometimes the scope of the project changes, and because of everything else that’s going on, your team is unable to fulfill the requirements and meet the project deadlines.
It happens, and you’ve got to be prepared for any situation while working together towards the common goal – successfully completing the project.
Don’t throw in the towel just yet. It might seem daunting, but there are few surefire tricks of the trade which businesses and project managers can implement to better their chances of successfully completing a project on time and within budget.
1. Know the Project Details Well
Before starting, you need to create a thorough project scope that outlines every single thing. This then needs to be approved by every stakeholder involved.
Your scope needs to have as much detail as possible such as the short-term milestones, deliverable dates, and a budget outline. It makes sense really. The more detail it includes will improve your odds when it comes to completing the project successfully.
What’s more, you’ll also improve your relationship with your client throughout the whole project process from the beginning right through to the end. Of course every project will encounter a few changes along the way – this is the norm, but having a detailed plan will help you manage your client better when something is off course.
Choose your Project Team Members and Size Wisely
2. Choose your Project Team Members and Size Wisely
Naturally, if you want your project to be a winner, you need the right people for the job, which includes having the right project manager on board. Keep your team as small as possible – size does matter; so don’t let anyone else tell you otherwise.
The smaller the team, the better the communication. It also eases the stress and takes the pressure off the project manager. With a smaller team made up of the right people, the project manager will be able to organise their group without losing sight of all the details and work that’s needed doing. So, if you really want to have an effective project, limit your group’s size and only use those people and their skills that can benefit the project.
3. Highlight your Expectations from the Outset
You need to outline what you expect and what the client expects, which includes all the milestones, from the very beginning. Setting more milestones more frequently will allow you to follow the project’s progress more effectively. This way you’ll be able to jump on things quickly when they begin to go off scope, allowing you and your team to remain on target and on time.
Setting frequent milestones in a project will also allow you to review your spending and the investment thus far, which in turn will help you stay within the budget.
Milestones remove any ambiguity. They allow people to stay on target and there’s less risk of derailing the project.
Milestone setting should be a team effort. Everyone should be on board, so there won’t be any excuses later on down the line.
4. Does your Team Know what They’re Doing?
It may sound like a given, but it’s really important to be crystal clear from the beginning regarding people’s roles in the project. In other words, you need to highlight who is responsible for what, and what their deadline or deadlines are.
Things can get complicated with many people working on the same task. Sometimes things get misinterpreted or lost in translation. Avoid anyone being confused by clearly stating who should do what right from start, and make sure you enforce accountability.
You don’t need to worry about manually managing such tasks, as there are plenty of easy-to-use online task management programmes that can do this for you, so embrace technology and ease your pressure.
You may think it’s a waste of time spelling it all out, but this ensures that the full scope of the project is understood, people are clear of their role and individual and collaborative timelines. This is the key to keeping people on task and motivated.
5. Stop Micromanaging
It’s important to constantly touch base with your team members. However, there’s a fine line between supporting them and breathing down their necks. Give them space instead of micromanaging. Empower your team, trust them, and you’ll get their best work.
6. Use a Reliable System to Manage the Project
Communication is key. Most people rely on emailing, but when it comes to managing a big project with a number of different people working on it, this can hinder the project’s progress. Constantly referring back to old emails and previous correspondence is only going to waste precious time. Use software that keeps everything in one place from communication to any project information and updates. This will save you and your team a lot of time and money.
Motivate your Team
7. Motivate your Team
Everyone works better with positive reinforcement. Set milestones and reward when they’re reached. Your milestones will keep all people on track. Celebrate milestones together, but be sure to also recognise those who can’t meet them.
8. Frequent Short Meets to Stay on Track
It’s a project with many people collaborating, so holding regular meetings is a must. This is the only way to ensure that everyone and the project are on track. But you need to keep it short and sweet. Don’t meet for the sake of meeting. Have an agenda and stick to it. If you’re doing your project virtually, it’s even more important to touch base on a regular basis, so keep those communication lines open.
People do tend to go on at times when given the floor, so give everyone a set time to speak and make sure you all stick to it.
9. Allow Time for Change
No project ever runs 100% smoothly and specifications do change along the way. So to avoid the unnecessary stress and running around frantically, do some forward thinking, and set aside a certain amount of time for any changes in the scope – you’ll thank yourself for doing so in the end!
