Dave is a competent young professional. He looks worn and defeated. In talking about his workplace, he said that bickering, criticism, and lack of support for Christians had spread through his organisation – a workplace he used to love. Now, he said, “The tension here is so thick I hate going to work.” he says.
Coming Out of The Christian Closet
Almost everyone has a story to tell about a bad boss, a bizarre colleague or a terrible place to work. However, as a Christian based digital media website, we have heard tons of stories of religious discrimination in the workplace.
We are blessed to have freedom of religion in the UK; (these rights are part The Civil Rights Act of 1964 and applies to freedom from religious discrimination, accommodation, and hostile work environment matters in both public and private workplaces) but recently the attacks upon Christians has increased, and people have lost their jobs and closed their businesses as a result of standing up for their belief. Practicing Christianity at the office or even sharing beliefs seems to touch on nerves, hurt feelings, and ignite high-levels of anger as well as passion in non believers. And it seems like the workplace climate may be getting worse: the Equal Employment Opportunity Commission (EEOC) considered 3,721 religious discrimination complaints in 2013, up from 1,709 in 1997.
“Secular ideology is so pervasive in the professional environment that we often have a difficult time fitting into the culture of the office. Many of us simply “go with the flow,” choosing to participate in the promotion of secular thought and values rather than risk being ostracized and ridiculed by defending the absolute truth of Christianity and the moral certitude of the distinctively Christian vision.”
You know what we’re talking about. Do you pray before lunch with a bunch of clients? Do you invite a new friend to church? Do you quote an appropriate Scripture during a dinner party? Do you hand someone your newsletter (FaithMD)?
However, apoppy is not just for Christmas, and a Christian is not just for the weekend.
But what does it really look like to unite our jobs and faith? After all office politics can be cruel and unfair and you’ve got to play the game”¦ haven’t you? We mean it’s easier to just to pretend you’re out and avoid that phone call”¦ isn’t it? When you’re putting in that expenses claim”¦ everyone creams a little off the top, so why lose out? And when there’s no holiday left to take but you need a day off, it’s easier to call in sick, isn’t it”¦? After all the world didn’t come to an end. So, what’s the big deal?
It’s sin — that’s the big deal.
Staying Godly in a Godless Workplace
The following are a few suggestions as to how to practice your faith at work.
Dont’s
You don’t need to open a beauty salon called “A Cut Above” or a coffee shop called “He Brews” or have to wear a cross or leave a Bible on your desk for others to know that you’re a Christian.
Don’t Engage in Gossip. Even if your workplace only has five employees, it’s almost a given that at least some of them will engage in gossip from time to time.
Don’t Be a Hypocrite. One of the greatest hindrances to the gospel’s effectiveness is Christians who act one way at church and another way elsewhere. If you make your employer a billion dollars yet disgrace Jesus in the process, you’re a failure.
Don’t Hide Away. Our right relationship isn’t just with God, but it’s a right relationship with the world around us.
Don’t lie in the Workplace – Ever. This seems self-evident for Christians, but that’s where we’re under our greatest temptation.
Do’s
Be Righteous.The best witness of your faith is to live it.Treat others as you would like to be treated, be kind, and do everything with love. This doesn’t mean that you have to meekly accept any wrongs at work or to avoid. “If the salt loses its saltiness, it’s good for nothing.”
Be Hopeful. People of hope don’t lie about the reality of the world, but they are pressing on toward a new day. They inject positive direction in every dark situation.
Be Faithful. Christians can explain their faith to others confidently and give attractive examples of the Christian life—even in just doing their jobs well. There’s no such thing as a private faith.
Be About God’s Business and Know God’s Word. After all the Bible is more a love letter than it is a rulebook, more a reliable compass than it is a measuring rod, more a liberating gift than a heavy restraint.
Be Merciful. Your ability to walk rightly, is not a prowess gained. It is a gift supplied by a loving, merciful God who is shaping us into the image of his Son.
Be Prayerful. There will be people who do not like you for any number of reasons. Make it a practice to pray for the people that don’t seem to like you, who you don’t really get along with, or who just always seem to have something snarky to say to or about you.
Be Relational. When you are asked, or ordered, to do something that causes turbulence in your Christian conscience, ask questions.
Be Genuine. People of faith are pure in their motives and dealings with others. They don’t put on airs or sniff the air for hints of sinful behavior.
Be Businesslike, But Not All Business. Have a laugh. Not only does laughing relieve stress, but it improves teamwork. Laughing on the job is not wasting time. It’s keeping work in its proper perspective and treating colleagues like human beings instead of tools.
Be a Risk Taker. I realise this somewhat contradicts some of the last points, but the Christian life rests in that tension between risk and prudence. Here’s a hint, safe will always be boring, risks will always be exciting, and closets will always be dark.
Never Forget Who You’re Really Working For Ultimately. Jesus Christ is our boss, and all our actions on the job should bring glory and honor to Him. God planted us in our current job for a particular reason. “And we know that for those who love God all things work together for good, for those who are called according to his purpose” (Rom. 8:28).
The Bible talks a great deal about God’s love. And when Scriptures talk about God’s love, it’s mostly in superlatives. John 3:16 says God so loved that He sent His one and only Son to ensure man’s full redemption from the doom of hell. What no amount of human sacrifices can achieve, Christ secured for us once for all on the cross. By placing our full trust in Christ’s finished work, we all enter into this love relationship. Forever redeemed, forever experiencing the love of God. This is the best thing that can ever happen to a lost sinner.
God’s love is unlimiting.
Human love can be suffocating at times. It can be demanding or restricting. At times, we love someone so much, we begin to fear and worry. Overprotection sets in, we don’t want them getting hurt. Jealousy and insecurity may surface; we don’t want to lose them.
God’s love is unlimiting. It is in fact liberating. Those who don’t understand think Christianity is boring and rigid. They have the idea that in this “religion”, people don’t get to be and do a lot of things.But the Bible shows us differently. In true Christianity is freedom. There is liberty. We become free and enabled to do right. We don’t need to be sinful all the time, we don’t have to do succumb to wrong pleasures each time temptation comes. Once, we had great tendencies for evil and wrongness. Now, as children of God we are empowered by the Holy Spirit for right and fruitful living.
God’s love is unlimiting. It unleashes the strength and grace of God in our lives. We find endurance to press on towards fulfilling our goals. We find wisdom in making right directions and pursuits. We learn to put our efforts into what is worthwhile and we get to experience satisfying joy, not just in achieving but in the journey itself.
God says His plans for us are for our welfare and not for evil, to give us a hope and a future. (Jeremiah 29:11) In love, He works all things for our good. (Romans 8:28) Sometimes, the present doesn’t seem to be turning out well but while the end remains hidden from sight, we can trust God’s love in the process.
God’s love is relentless.
While some debate the idea that we can call God’s love as reckless, there’s no doubt that His love is relentless. We understand the reckless love doesn’t consider the risks. It is not cautious. It is not deterred by danger or loss. Reckless love jumps right in no matter what. Indeed, God’s love may be somewhat like that. But on a whole, reckless love is a far term to describe God’s love. Reckless bears a primary usage and meaning of “heedless of danger or the consequences of one’s actions; rash or impetuous.”
God’s love is nothing like that. In eternity past, He has counted the cost. He has foreseen the danger and the consequence. He has deliberately and committedly set His love toward us. In Luke 22:39-46, we gain insight into how painful and agonizing it was for the triune God to face separation for the first time. The sin of the world was to be laid upon Christ and the Father had to look away as the full weight of our sin was placed upon Him. That was far from a reckless kind of love.
Relentless love is unceasingly intense. It is persistent and continuing. It is unstoppable.It does not allow itself to be hindered. It is defiant in a sense that it will cross boundaries to provide what is beneficial for its object of love. It is unsparing in a sense that it will give whatever is necessary for the benefit of its object of love. Relentless love is thoughtful love. It is deliberate. It counts the cost and takes intelligent account of what is necessary to achieve the highest good for the object of its love.
God’s love is relentless.It is non-stop. “One Thing” by Jesus Culture articulates it quite well. The message says, “Your love never fails. It never gives up. It never runs out on me.” The rest of the song lyrics say:
Some senior members of staff see procurement expenses as a necessary evil and overlook any efficiency improvement methods for this sector. This is not an uncommon way of thinking, as procurement and the supply chain is a massive part of any company’s costs and can total up to 70% of an organisation’s total spend.
These managers are missing out on effective changes that can shift procurement to a significant supplier of growth and profit for any business.
Follow these 7 steps to improve your procurement team.
1. Embrace Change
It’s so important for procurement managers to embrace and invest in technology changes currently taking place in the industry.
Managers should hold a full assessment of deficiencies in their processors and search for technology that meets the needs of the business, rather than fitting the business around new technology. For example, if you are having trouble with historic and retrospective analysis, invest in predictive analytics.
2. Consider Outsourcing
Outsourcing may not be an avenue you have ever considered in regards to procurement, even though it happens all the time with HR and IT departments. Even so, many procurement managers are still apprehensive to apply it to their supply chain.
Outsourcing certain aspects of procurement can be a way of improving existing systems and processors rather than a cost reduction measure. It can also allow your business to access highly skilled procurement experts when it would be counter-productive to hire someone internally. These individuals are often very focused on delivering results, and if you plan outsourcing correctly, the increase in productivity will outweigh the costs of outsourcing.
If a procurement manager feels like there are areas in the business where costs can be cut, it might be worth bringing in a consultant. There are also outsourcing services that offer expert domain knowledge and vendor contact opportunities.
3. Ensure Your Supply Chain Is Properly Staffed
The efficiency of a supply chain is very much dependent on the quality of its staff. As a procurement manager, it’s important to ensure that the supply chain is staffed with highly skilled individuals, and that these staff have regular access to education and training.
Procurement professionals will be tasked with a wide variety of roles, including:
Planning delivery timetables
Ensuring stores have enough stock
Overseeing the arrival of shipments
When hiring employees, it’s important to ensure they have skills such as communication, attention to detail and teamwork. They must also be willing to learn and improve throughout their career.
4. Create Risk Management Policies
One of the key ways of making a procurement team more efficient is to prepare for the unexpected. Procurement managers should establish proper levels of control to manage risk and ensure that all these policies are periodically reviewed. These risk management fail safes should include:
The financial impact a risk might have
The likelihood to the risk occurring
A priority list for managing risks
All staff members should be aware of these risks, and the processes in place if the risks occur. For example, if a major supplier goes out of business, your staff should be aware that there is a process for contacting secondary suppliers so you are never left without stock.
5. Establish Relationships with Key Suppliers
Staff who deal with suppliers on a daily basis need to have brilliant relationship building skills. Procurement employees need to work closely with suppliers to try and keep communication consistent and amicable, even if issues arise at either end.
Suppliers can help procurement teams reach their performance goals, and they are often very knowledgeable, with expertise to share about their products. Procurement teams can learn a lot from them, like the audience, seasonality and key selling points of products; it’s worth working on these relationships.
6. Stick to Ambitious but Manageable Targets
If a team has a tough but not unattainable goal to work towards they can prioritise, measure and focus on their tasks with a clear end in mind. This helps staff members feel more motivated and gives meaning to their work.
There will also be a sense of achievement when the targets are met, bringing your team closer together and improving teamwork.
7. Efficiency Is Attainable
The creation of a brilliant supply chain depends on your company’s understanding of procurement, along with the procurement team’s estimation of the total costs associated with each supplier and their contacts.
With help from technology, outsourcing, a great team and strong relationship building skills, your procurement team should improve its efficiency and business impact.
Everyone wants to be a success. I have never met anyone who purposely set out to be a failure. Undoubtedly, this is why so much has been written on the topic “How to be a Success” and why these books are so popular.
However, The New Day daily newspaper closed just nine weeks after launching, Trinity Mirror confirms.
The New Day was a British compact daily newspaper published by Trinity Mirror, launched on 29 February 2016. It was aimed at a middle-aged female audience and was politically neutral. The editor, Alison Phillips, intended readers to get through the newspaper in under 30 minutes.
The new paper was initially available for 25p for two weeks, then rising to 50p. Two million copies of the New Day was given away on the first day, as the turquoise-branded upstart attempted to spark a revival in readership and gain ground against the mid-market Mail and Express offline.
Arrogance about their own ability to rescue a situation can prevent leaders from changing course
The New Day had no leading articles, no website, and columnists and believed it could successfully drag readers back to print? The sad truth is that it did not attract enough attention and failed to create a daily newspaper that could co-exist in the digital age, especially as tabloids and broadsheets continue to suffer a significant circulation decline.
Shareholders at Trinity Mirror’s annual meeting called the failure “demoralising”. Analysts said it was “embarrassing”.
Assume for a moment that the leaders of The New Day had no idea about the changes swamping the print media as a result of the digital revolution, and carelessly decided to invest millions into the venture without undertaking a risk assessment and also decided to ignore every indication that the paper was failing. That would have been embarrassing and demoralising.
However, the leaders decided to fail quickly and shut down the project they started.
Abandonment is a rare, difficult and a valuable management skill. The natural instinct of most people is to persist, particularly when the project is a collective commitment, as most corporate ventures are, but then it becomes even harder to hit the red “stop” button.
The New Day’s editor, Alison Phillips, said in a statement posted on Facebook that the team “tried everything we could” but were unable to reach the figures needed to make it work financially.
We dread failure. We don’t like talking about it. Some of us will internalise and rethink our failures in our heads time and time again. Others will swipe them away, moving onto the next thing immediately. In the public, we prefer sweeping our failures under the rug, silently, while nobody is watching.
While this might save our feelings momentarily, this is not the way learn and innovate.
According to Albert Savoia – ex Googler and innovation expert, most project innovations will fail.
“Most New Things Will Fail – Even If They Are Flawlessly Executed.” – Albert Savoia – Ex Googler
Does this mean you should stay away from trying new things (and failing in the process)? Certainly not. It just means you need to accept failure will inevitably be a part of the process.
In most cases, however, a combination of arrogance about personal ability to rescue the situation and blindness to the lengthening odds of success stops leaders from changing course.
The natural lifespan of most projects is finite, and the rarities are companies that survive.
The Art of “strategic Quitting” Will Become More Important as Careers Fragment and Companies Exert More Discipline
So if an idea is doomed, organisations usually treat the person who pulled the plug early on as a hero right? Not exactly, it’s complicated.
Roy Greenslade, Professor of Journalism at City University London, wrote a report in The Guardian explaining how The New Day had failed. He pinpointed the error of marketing a newspaper to people who inherently despise newspapers, and the short period of time between the announcement and launch, leaving no time to advertise the product. It was also published early in the evening thus missing out on late-night breaking news such as Leicester City F.C.’s shock win of the Premier League.
“Nothing so powerfully concentrates a man’s mind on innovation as the knowledge that the present product or service will be abandoned in the foreseeable future.” – Peter Drucker
The first thing the Bible wants to say is that all of us have failed. None is without failure. If you think you haven’t failed, two things are true of you. One is you are blind to your failures and the other is you probably haven’t taken enough risks to try enough hard things so that you would be aware of your failures.
Peter Drucker’s influence on business management is legendary. Peter realised that “systematic abandonment” a regular, unsentimental spring-clean is critical to the fostering of new business ideas.
Conclusion, every organization needs to have a regular “rummage sale” to determine which products, services, and programs are worth keeping and which ones must be abandoned.
The Nigerian construction industry is mostly concerned with the development and provision of projects such as roads, bridges, railways, residential and commercial real estates, and the maintenance necessary for the socio-economic developments contributes immensely to the Nigerian economic growth (Bureau of Statistics, 2015). Butcher and demmers (2003) described projects as an idea which begins and ends by filling a need. However, a project fails when its idea ends without meeting the needs and expectations of its stakeholders.
Nigeria Has Become the World’s Junk – Yard of Abandoned and Failed Projects worth Billions of Naira!
Hanachor (2013), revealed that projects form part of the basis for assessing a country’s development. However, a damming report from the Abandoned Projects Audit Commission which was set up by the Ex-President Goodluck Jonathan in 2011 revealed that 11,886 federal government projects were abandoned in the past 40 years across Nigerian (Abimbola, 2012). This confirmed the assertion by Osemenan (1987) “that Nigeria has become the world’s junk –yard of abandoned and failed projects worth billions of naira”.
Abandoned projects including building and other civil engineering infrastructure development projects now litter the whole of Nigeria.
Physical projects do not only provide the means of making life more meaningful for members of the community where the projects are located, successful projects also result in empowerment and collective action towards self improvement (Hanachor, 2013).
This Issue of Abandonment Has Been Left Without Adequate Attention for Too Long, and Is Now Having a Multiplier Effect on the Construction Industry in Particular and the Nigeria’s National Economy as a Whole. (Kotngora, 1993)
PROJECT FAILURE
Project Failure might mean a different thing to different stakeholders. A project that seemed successful to one stakeholder may be a total failure to another (Toor and Ogunlana, 2008). Some stakeholders, more especially the project users and some private owners, think of failed projects as a situation where a completed building project collapsed, a situation where by a completed dam project stopped working after few days of completion, or a completed road project that broke down after few months of completion. Other experienced stakeholders, such as engineers and architects conform to the iron triangle by Atkinson (1999) which states that the most strategically important measures of project failure are “time overrun”, “cost overrun”, and “poor quality”.
Turner (1993) noted that a project fails when the project specifications are not delivered within budget and on time;the project fails to achieve its stated business purpose; the project did not meet the pre-stated objectives; the project fails to satisfy the needs of the project team and supporters; and the project fails to satisfy the need of the users and other stakeholders. Lim and Mohamed (1999) cited in Toor and Ogunlana (2009) clarified that there are two possible view points to project failure namely; the macro-level and the micro-level. They further explained that the macro view point reviews if the original objectives and concepts of the project was met. Usually the end users and the project beneficiaries are the ones looking at the project failure from the macro view point, where as the project design team, the consultants, contractors, and suppliers review projects from a micro view point focusing on time of delivery, budget, and poor quality.
In the early 1990s, the failure as well as the success of any project was determined by the project duration, monetary cost, and the performance of the project (Idrus, Sodangi, and Husin, 2011). Belout and Gauvrean (2004), also confirmed that the project management triangle based on schedule, cost, and technical performance is the most useful in determining the failure of a project. Moreover, a project is considered as an achievement of specific objectives, which involves series of activities and tasks which consume resources, are completed within specifications, and have a definite start and end time (Muns and Bjeirmi 1996, cited in Toor and Ogunlana, 2009). Reiss (1993) in his suggestion stated that a project is a human activity that achieves a clear objective against a time scale. Wright (1997) taking the view of clients, suggested that time and budget are the only two important parameters of a project which determines if a project is successful or failed. Nevertheless, many other writers such as Turner, Morris and Hough, wateridge, dewit, McCoy, Pinto and Slevin, saarinen and Ballantine all cited in Atkinson (1999), agreed that cost, time, and quality are all success as well as failure criteria of a project, and are not to be usedexclusively.
FACTORS OF PROJECT FAILURE
Cookie-Davies (2002) stated the difference between the success criteria and the failure factors. Hestated that failure factors are those which contributed towards the failure of a project while success criteria are the measures by which the failure of a project will be judged. The factors constituting the failure criteria are commonly referred to as the key performance indicators (KPIs).
Timeand Cost Overrun
The time factor of project failure cannot be discussed without mentioning cost. This is because the time spent on construction projects has a cost attached to it. Al-Khali and Al-Ghafly, (1999); Aibinu and Jagboro, (2002) confirmed that time overrun in construction projects do not only result in cost overrun and poor quality but also result in greater disputes, abandonment and protracted litigation by the project parties. Therefore, focus on reducing the Time overrun helps to reduce resource spent on heavy litigation processes in the construction industry (Phua and Rowlinson, 2003). Most times, the time overrun of a project does not allow resultant system and benefits of the project to be taking into consideration (Atkinson, 1999). Once a project exceeds the contract time, it does not matter anymore if the project was finally abandoned or completed at the same cost and quality specified on the original contract document, the project has failed. Furthermore, Assaf and Al-Hejji, (2006) noted that time overrun means loss of owner’s revenue due to unavailability of the commercial facilities on time, and contractors may also suffers from higher over heads, material and labour costs.
Poor quality/Technical Performance
The word “Performance” has a different meaning which depends on the context it is being used and it can also be referred to as quality. Performance can be generally defined as effectiveness (doing the right thing), and efficiency (doing it right) (Idrus and Sodangi, 2010). Based on this definition of performance, at the project level, it simply means that a completed project meets fulfilled the stakeholder requirements in the business case.
CAUSES OF PROJECT FAILURE
A lot of research studies have investigated the reasons for project failures, and why projects continue to be described as failing despite improved management. Odeh and Baltaineh, 2002; Arain andLaw, 2003; Abdul-Rahman et al., 2006; Sambasivan and Soon, 2007; all cited in Toor and Ogunlana, 2008, pointed out the major causes of project failures as Inadequate procurement method; poor funding and availability of resources; descripancies between design and construction; lack of project management practices; and communication lapses
The contract/procurement method
A result obtained from two construction projects which were done by the same contractor but using different procurement methods showed that rework, on the design part which occurs when the activities and materials order are different from those specified on the original contract document, makes it difficult for the project to finish on the expected time (Idrus, Sodangi, and Husin, 2011). This is as a result of non-collaboration and integration between the design team, contractor, and tier suppliers. The rework on the design portion has a huge impact on project failure leading to the time overrun. The traditional method of procurement has inadequate flexibility required to facilitate late changes to the project design once the design phase of the construction project has been concluded.
Nigerian most widely used procurement method is the traditional method of procurement (design-bid-construct) which has been confirmed to be less effective to successfully delivery of a construction project (Dim and Ezeabasili, 2015). And, the world bank country procurement assessment report (2000) cited in Anigbogu and Shwarka, (2011) reported that about 50% of projects in Nigeria are dead even before they commence because they were designed to fail.
The way the construction projects are contracted, in addition to the way the contracts are delivered, contributes to the causes of projects failure. Particularly, among the methods of project contracting is lump-sum or a fixed-price contracting method, in which the contractor agrees to deliver a construction project at a fixed price. The fixed-price contract can be low-bid or not however, once the contract cost has been agreed upon the contract award, it cannot be changed. And, contractors are expected to honor and deliver the contract agreement, failure to do so can result in a breach of contract which can result in the contractor being prosecuted.
Awarding a contract to an unqualified personnel also contributes to project failures. When a contractor places more emphasis on money and the mobilization fee after a construction project has been initiated instead of getting the right workforce and skilled professionals that will execute the project. Instead the workforce chosen will often not be base on competence and required skills rather it will be based on availability. Moreover, poor strategy and planning by contractors who have overloaded with work also contributed to one of the causes of project failure.
Poor funding/Budget Planning
A lot of public projects in the Nigerian construction industry failed as a result inadequate funding, and the difference between the national annual budget and the budget actual released. Most of the Nigerian public projects are signed even before the actual release of the national budget. The difference in budget of the contracted project and the actual budget release can get the contracted company stuck as a result of inflation of prices, scarcity of construction material at the time of the budget release and mobilization to site. Also un-planned scope of work which can be as a result of the contractor working on another contract when he is called back to mobilization to start work. Moreover, poor budget planning is a regular mistake made by some contractors by not undertaking feasibility assessments before starting the design. The construction project should be planned according to the available resources and not according to the unrealistic expectations a client has in mind.
Discrepancies Between the Design and Construction
Limited collaboration between the contractors, engineers, and the architect results in discrepancies between the project designs and construction on site, and further leads to rework. Changes on a project designs, and changing to the scope of work in the middle of construction processes on site can be dangerous, and can lead to time overrun, increase in cost, and most of all can lead to abandonment. Moreover, many cases have been seen where the designs from the architects are not buildable on site, whileIn some cases, most contractors are unable to adequately specify the scope of work for the construction processes on site. Therefore any default on the design by the architect can be an opportunity for the contractor to make more money which might cause the project duration to exceed the time specified on the contract document.
RESEARCH METHODOLOGY
This research starts with a general reasoning or theory which says that the major cases of project failure in the Nigerian construction industry are defined based on time overrun and cost overrun. The findings from the data analysis will help on the decision to accept the theory or not. The research data was collected from the progress report for the month ending of October, 2015 published by the Nigeria of Federal Ministry of works on thirty-nine on-going highway construction projects at the South-South geopolitical zone. The table 1 below shows the information on the data collected which comprises of the project title, contract Number, project description, the contractor that was awarded the projects, the date of project commencement, date of completion and the extended date if any. The scheduled time for each project was specified as follows: project commencement date labeled as “a”,project completion date labeled as “b”, and the extended date labeled as “c”.
Table 1: The analyzed data on the highway project at the South-South zone in Nigeria.
DATA ANALYSIS
The data analysis was done with the use of Microsoft excel. The analysis started by obtaining the number of days between the date of commencement of each project and the date of completion to show the duration of each highway project. And, the number of days between the project completion date and the extension date showed the time-overrun. The project duration and the extended days were obtained with the use of NETWORKDAYS function in Microsoft Excel which calculates the number of working days between two dates excluding weekends and any dates identified as holidays.
The standard deviation between the specified project duration for each highway projects and the extended days was calculated to obtain the extent to which each highway project contract failed on its time of delivery. This was denoted as the degree of failure. The table 1 above showed the projects ranking which was done based on the degree of failure of all the highway projects. The highway projects that were ranked from one to sixteen have low degree of failure and are represented with green color, while the rest are those with high degree of failure and are represented with red color.
FINDINGS
The findings made showed that the successfully completed highway projects have no extended days or time overrun, and the successful on-going highway projects are still on schedule and have no extended days unlike the on-going highway projects that have already failed as a result of the extended dates. Other projects have been abandoned because they have exceeded the delivery date as specified on the contract document, and have no extended date of completion. Thus, no work is going on.
Figure 1: Abundance of failed highway projects at south-south zone, Nigeria.Figure 2: On-going failed highway projects
Figure 2 above showed that 14% of highway projects are still on-going projects because they have not exceeded the original date of completion as specified on the contract document. However, they are heading towards failure because they have been given an extended date of completion which can be as a result of some critical activities running behind schedule, causing delay on the critical path network of the projects. Moreover, the other 86% completely failed because they have exceeded their completion date specified on the contract document.
Figure 3: Successful on-going highway projects
The figure 3 above showed that 63% of the successful highway projects are still on-going because they have not exceed their completion dates, and they are not yet completed. However, those on-going highway projects might end up as failed projects as a result of poor funding, discrepancy between the design and the construction on site, and conflict between the construction parties or stakeholders.
“Say what you will do, and do what you said” or “Say as you will do it, and do it as you said”
CONCLUSION AND RECOMMENDATION
The idea of knowing what a failed project is, the factors and the causes is very important in project management. Success in project management can neither be achieved nor measured without the knowledge of project failure, its factors, and causes in the Nigerian construction industries. This work has shown that project failure is as a result of exceeded time of delivery, cost overrun, and poor quality. However, the analysis was only done based on exceeded time of project delivery because of the nature of the data collected.
This work suggested a few approaches to help reduce the number of failed projects in the Nigerian construction industry if properly implemented. Firstly, Having good collaboration between the project stakeholders involved in a construction project at the early stage of project conception is most important in order to accomplish the project objectives, and deliver the project on time, within budget, and quality specified on the original contract document (Othman, 2006).
Secondly, Adopting the ISO 9000 technique which is used for quality management will also help in achieving a successful project delivery. This technique states “ say what you will do, and do what you said” or “say as you will do it, and do it as you said”. This technique is not an indication of high quality but it promotes control and consistency which leads to specialization, and improved productivity and quality. Also, adopting the principles of lean construction will help to reduce waste within the construction and stream-line activities in order to improve the on-time delivery of projects.
Thirdly, Learning from the precedent failed projects, how those projects failed, and the reason for their failures. This will help the project manager to plan and mitigate the risks of project failures in the future. And, finally, more seminars and workshops will help to educate and enlighten clients (the federal government representatives), users, contractors, engineers, and architects on what is project failure, the factors that contributes to abundant failed projects, and their causes.
REFERENCE
Abimbola, A. (Novermber 24, 2012). About 12,000 Federal Projects Abandoned across Nigeria. Premium times (November 16, 2015). Retrieved from www. Premium timesng.com/news/108450-about-12000-federal-projects-abandoned-across-nigeria.html.
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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.
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Only one in three software projects will turn out to be successful. According to Standish Group’s 2015 Chaos report, 66% of technology projects (based on the analysis of 50,000 projects worldwide) end in partial or total failure. More surprisingly, these statistics have been the same for the last five years, the report shows. Furthermore, 17% of large IT projects go so badly that they can threaten the very existence of a company.
On Average, Large It Projects Run 45% over Budget and 7% over Time, While Delivering 56% Less Value than Predicted
Despite such failures, huge sums continue to be invested in IT projects and written off. For example the cost of project failure across the European Union was ┚¬142 billion in 2004.
It Projects Always Come with an Element of Risk, but There Are Huge Gains to Be Had If We Can Just Avoid Some of the Factors That Contribute Frequently to Project Failure
What makes a IT project successful, though?
According to the Standish Group, a successful project is on time, on budget and has satisfactory results (value, user and sponsor satisfaction, and meets target requirements). Other measures of success are widely known and accepted as true such as getting requirements right, providing effective leadership, and having full support and engagement from sponsors and users. Without these, it’s unlikely that any project would succeed.
But there’s more to success than what is widely known and, apparently, rarely followed. To reduce the risk of failure for your tech project, here are six key actions to take on the road to success.
1. Executive Vision and Involvement
Without a Executive Senior Sponsor Its Easy for Projects to Fail with the Organizational Resistance That Accompanies Large Change
Executive involvement is a primary variable in predicting the success of an IT project. Having a leadership team aligned across an organization articulating the purpose, value, and rationale for a project goes a long way towards getting stakeholders and end-users pulling the proverbial rope in the same direction.
2. Have a clear view of scope and timetable
Oftentimes, a tech project flops because its developers fail to plan and rush forward with an idea. However, some project managers plan so meticulously that they end up falling behind and lose momentum. The best approach is somewhere in between.
Interviewing team members, documenting requirements, prioritizing what is “mission critical” versus “nice to have,” getting agreement across stakeholders can feel like a never-ending cycle. As a result, requirement gathering has fallen out of fashion with many organizations in the past few years.
However, the ideal starting point for a successful technology project is to have a set of fundamental requirements with sufficient detail to develop against.
Requirement Gathering Is Labour-intensive and Challenging but Remains the Roadmap and Measuring Stick for Software Projects
This approach allows you to maintain sight of the business benefits as well as engaging stakeholders and responding to their feedback. In combination with a clear business case, a well-defined set of requirements also simplifies design and testing, two areas where projects tend to go sideways.
Ensure that requirements for the project are clearly defined and agreed upon among stakeholders and that you have a way to track, measure, and manage changes in requirements as appropriate during the project.
3. Define how you will deliver
When it comes to delivering a major project, one size does not always fit all. All products are customizable to some degree, so what might have worked in one company may not work in another company.
That being said, why reinvent the wheel if it’s already proven successful? Sometimes it can be more beneficial to use an existing off the shelf solution. Whichever direction you take, choose the delivery mode that works best for your company.
4. Risk Identification and Management
Every project has risk and there are many factors out of your control. People leave the organization, for better or worse, leadership changes, budgets get cut, however, many risks to projects can be mitigated or even eliminated with some forethought and on-going management. For example, do you have the resources you need to deliver the project (resource risk). Are project goals clearly understood and requirements clearly defined (scope risk). Do you have a realistic project plan and timeline (time risk).
Mitigating Risk Is a Combination of Science and Art, and Always a Balancing Process
5. Test your product again and again
A technology project is something that should overall support your business. It should not be something that dictates and forces you to change your operations. If this is happening, you should shift gears and focus on tweaking the technology, rather than lowering expectations and adopting less ideal requirements.
Adequate testing is a must for any tech project. While some features may be fine with automated testing, the best approach is to have a dedicated testing team. Testing activities should mirror those with the development team throughout the project’s lifetime. With thorough testing, a project should deliver with less design flaws or missing requirements.
6. Prioritize simplicity and performance
Developers often leave the external look and feel of a product to the wayside thinking these things are not necessities for the consumer to enjoy. However, user experience is absolutely critical to the success of the project.
Developers must consider things like storage, network requirements, processing speeds and overall performance in order to satisfy the customer. If users are going to have to wait for an extended period to allow information to load, there must be a good reason for the wait, otherwise they won’t return for future products.
Simplification and Improved Efficiency Is What Adds Value
Ultimately, using the product should be a smooth and intuitive experience. Additionally, tools and alternative routes must be placed logically without being intrusive. The process can be complicated, but the finished product should emit simplicity. After all, that’s what makes companies like Apple so successful. Simplification and improved efficiency is what adds value.
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.
Megaprojects are crucial to the future of most cities, states, and individual livelihoods, however, they also attract a lot of public attention because of the substantial impacts they have on communities, environments, and government budgets. The objective of these projects is to unlock higher growth paths for the economy, as such, they require care in the project development process to reduce any possible optimism bias and strategic misrepresentation.
The problem is that these projects often go off the rails, either with regard to budget, time or both.
The risks associated with MegaProjects, those costing 1 billion or more, are well documented. In one influential study, Bent Flyvbjerg, an expert in project management at Oxford’s business school, estimated that nine out of ten go over budget.
The first factor is that the size of a MegaProject can be so large and unique that it is difficult to model the costs and logistics. Another factor is that MegaProjects are backed by governments which are not typically known for their success in budgeting or efficiency.
In today’s post, we’ve identified the Top 6 most impressive MegaProjects of 2015. These MegaProjects will transcend time and continue to bestow wonder upon new generations.
1. Mall of the World, Dubai
Mall of the World in Dubai was announced in July 2014, location in Al Sufouh district, along Sheikh Zayed Road, different from Mohammed bin Rashid City.
Dubai has a very ambitious project on its hands. Dubai’s Mall of the World will have its very own Oxford Street and Broadway. It will also have galleons and waterfalls. However, the most challenging part of this project is that the area will be covered by a giant retractable roof during the summer months and be climate-controlled creating the world’s first temperature controlled city.
Dubai Mall of the World Set to Put Uae Retail ’20 Years Ahead’ of Gulf Region
Launched with a fanfare by the emirate’s ruler, Sheikh Mohammed bin Rashid al Maktoum, it is the first state-sponsored mega-project to emerge from Dubai since the pre-crash bubble. After years of stalled projects the big plans are back and they are more ambitious than ever before.
It is thought the huge construction will attract 180 million visitors a year and developers hope it will secure Dubai’s futures as a tourism hub.
2. Mall of America, Minnesota
Mall of America, Minnesota
Mall of America, Minnesota
The Mall of America (MoA) is a gigantic shopping mall owned by the Triple Five Group and is by far the largest mall in the United States. However, the $325 million expansion of the nation’s largest shopping center is now underway. The project consists of a luxury 342-room hotel, an office tower and more than 50 shops and restaurants. Some 1,000 jobs are expected to be created during the construction phase of the project, and 2,500 permanent jobs from retail, hotel and office operations.
The Triple Five Group, owned by Canada’s Ghermezian family, owns and manages the Mall of America, as well as the West Edmonton Mall. MoA is located in Bloomington, Minnesota (a suburb of the Twin Cities).
3. Zurich North America, Chicago, IL
Rendering of Zurich North America’s new headquarters in the northwest suburbs of ChicagoRendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago
The $333 million site is currently under construction and will be the largest build-to-suit office project in Chicago. Zurich a north america insurance company headquarters includes a 735,000 square foot building rising to 11 stories at its tallest, shaped something like the letter A resting on its side.
Zurich looked at a multitude of factors and in the end made the decision that investing in a new state of the art regional headquarters would be the right choice. The project is due to be completed late summer of 2016.
4. Dubai World Central Airport
Al Maktoum International AirportAl Maktoum International Airport
This massive $32 billion structure sent its first commercial jet into the air in late October 2013. The project isn’t scheduled for full completion until 2027 and is expected to become the world’s busiest airport, however, with plenty of other contenders quickly taking shape in Asia and the Middle East, it’s has stiff competition.
Dubai World Central Airport is expected to shuttle 160 million passengers through Dubai every year making it the busiest airport on earth.
5. Bao’an International Terminal 3
Bao’an International Terminal 3
Bao’an International Terminal 3
Bao’an plays a pivotal role in the Pearl River Delta: It serves both Shenzhen and Hong Kong, via a connecting ferry. Terminal 3 is an expansion project designed by the Italian architect Massimiliano Fuksas. The centrepiece of the expansion is a new runway, which is built on a 108,000-foot piece of land reclaimed from the River Delta.
6. Crossrail
Crossrail, London England
Crossrail tunnelling began in 2012 and ended at Farringdon, London in May with the break through of tunnelling machine Victoria. Eight 1,000 tonne tunnelling machines bored 26 miles or 42 km of new 6.2m diameter rail tunnels under London.
London is the fastest growing capital city in Europe and today it is home to 8.6 million people with the population expected to reach 10 million by 2030. TfL’s work is critical to supporting the continued growth and regeneration of London.
As we reflect upon these impressive feats by mankind, we can only imagine what the next big wonder will be. Is it the secretive Nicaragua canal? Could it be Elon Musk’s proposed Hyperloop concept? Or perhaps it will be a new state of the art high speed train developed by China, USA or the UK?
Did we miss one? Please let us know by commenting below.
Most project managers know the importance of requirements management. Without a solid foundation and grounding in the subject, requirements management quickly turns towards the complex and difficult side.
Why Manage Requirements?
In the final analysis, all projects are completely driven by requirements. Requirements are usually not cast in stone. Stakeholders gather insights and more knowledge of their true needs with time. This means that they can change their minds about requirements, no matter how late in the game. Requirements should therefore be managed proactively in anticipation of change.
However, if requirement definitions are not set up properly in the first place, expect that the quality of delivery will suffer, along with more schedule delays than imagined, anda big drain on the budget.
Broad project requirements help to establish a baseline for objectives. Subsequent change requests would thus require approval by the right authority; a change control board is usually set up to investigate and approve changes to requirements. The objective of baselining is not to prevent or discourage changes, but to ensure that approved changes are relevant and deserve the priorities assigned to them.
The simplest way for project managers to reduce the probability of missing critical requirements is to hold requirements review sessions to ensure that stakeholders understand the requirements and that any ambiguities, inconsistencies and omissions are identified and addressed to facilitate requirements approval or sign-off.
However, when inaccurate requirements are in play, team members end up reworking those activities multiple times. The only sensible course of action is to deliver requirements up front in an accurate manner. That way team members will be able to immediately identify any missing components early in the project lifecycle.
It’s vitally important to employ tools designed to assess requirement quality at the beginning of the project. These tools will help to identify any requirements that are vague or missing early enough to improve the changes of success for the project. Even simple tools like guidelines and checklists can solve major problems later on. You may also consider automated tools, depending on your level of technical expertise.
The Good, the Bad and the Ugly of Requirements Management
Good Requirements
Requirements that meet the “good” standard are ones that anyone can easily evaluate to quickly and clearly determine that all the needs have been accurately met by the project.
The common criteria used by project teams to properly evaluate requirements is as follows:
Verifiable: Ensure that all deliverables are able to be evaluated to ensure they have met all necessary requirements. Verification techniques such as modelling, analysis, review by experts, simulations, and demonstrations or testing.
Testable: Requirements are able to be assessed using the most basic of all criteria. This includes quantitative measurement like “pass or fail.”
Traceable: Requirements should be tagged to specific sources. Examples are compliance requirements, best practices, industry standards, and use cases.
Clarity: All statements should be presented in unambiguous ways so the cannot be interpreted differently by different team members.
Bad Requirements
Bad requirements are marked by their incompleteness and lack of clarity. They are hard to understand and implement. They generally possess these characteristics:
Inconsistency: Without clarity, you’ll find requirements that are in conflict with other requirements! This is very frustrating because there’s no way that either one will ever be satisfied.
Non-valid: These are requirements that team members simply cannot understand. They will never be able to accurately assess or approve non-valid requirements.
Non-ranked: These requirements have not been correctly prioritised. Without proper ranking, it’s difficult for team members to be able to assess them properly.
The risk to the project not meeting the clients expectations is not something that will ever be entirely removed. However, having a specific criteria upon which to benchmark a project is a great way to reduce this risk.
Risks fall into two main categories. Systemic risk is inherent to the nature of the work and cannot be avoided. The non-systemic risk is a bit different and relates from the activities in the project itself. One of the greatest of all non-systemic risks is that of bad requirements management.
Teams that wish to reduce the risk of the project not meeting the clients expectations substantially are best served by establishing specific requirements in the initial stages. Common goals like being “on time and on budget” while maintaining a high level of quality will require dedication from teams members who have eliminated as much non-systemic risk as possible.
When you’re next involved in a project where requirements come up in a discussion, always pay careful attention to the good, the bad, and the ugly that could result without proper due care and attention.
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?
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
Big Project Failures Claim Their Victims in Spectacular Fashion
You’ve just been assigned a high visibility failing project and you’re working round-the-clock to get the work to the client on time, despite the fact that the job bears barely any resemblance to the project you initially discussed. The scope keeps creeping, the risk and issue alerts are coming in thick and fast, the project is already two months past the original deadline, the clients are getting antsy even though they’re yet to provide you with various key pieces of information in order to baseline the project. Is this your chance to shine and showcase your skills?
If You Don’t Know Where You’re Going, You Will Probably End up Somewhere Else – Laurence J. Peter
If you manage to turn the project around and the project is successful, you will attract many fathers. However, if the project fails, you will probibly be offered up as the sacrificial lamb (scapegoat), there is absolutely no way around it. A high percentage of projects fail to deliver useful results, that’s a fact.
Project managers are regularly blamed for schedule delays and cost overruns for projects they inherit by no fault of there own, however, in most cases, the fault for such issues rarely lies with just one person.
Sufficient data has been gathered to indicate that blockers such as unsupportive management, senior sponsorship or low resource availability are as much to blame for project failure as ineffective stakeholder management or poor communication.
Capture all decisions
The only way to protect yourself is to ensure that you capture all decisions made in the project. In most cases many of these decisions will have been made by people above you. While you can influence decisions made by people under you. Get into the habit of building a dashboard early in the project and updating it each week with actuals. Also consider using a standard repeatable technique to analyse the health of your project.
Constrained resources
If you are in a project where resources are constrained, clearly outline the resources that you require to deliver the project in terms of time, scope, budget, risk and quality. If resources are pulled from your project, clearly articulate the affect of that in delivery terms and measure that to time delayed or cost added.
Risk and issues register
Operate a strong risk and issue register, ensure it is both visible and assessable so your team can actively participate in updating it.
Stop the project
Always remember, cancelling the project is not always a failure. There can be many reasons why the project may no longer be desirable now. If you have done your job well, you can be really successful by ensuring a project does not continue to meander along, wasting time and money when there is no possibility of completing the project.
Organisational change management
Unfortunately, the same can’t be said when there are organisation change management issues. While there are a few project managers who feel their jurisdiction ends at the triple constraint, most now understand the need to achieve the expected benefits from their projects.
So when is it fair to blame a project manager for poor implementation of a project’s deliverables, this is assuming that they were employed at the beginning of the project?
If they didn’t perform good stakeholder analysis during the project initiation stage as well as at regular intervals.
If they turned a blind eye and deaf ear to factors that could impact value achievement
If they didn’t insist on a clear communication strategy and progressive information sharing with relevant stakeholder groups.
If they didn’t engage influencers from key stakeholder groups throughout the project lifecycle.
If the organisation management deliverables were not built into the project’s scope definition and work breakdown structure.
Assuming the project manager was appointed at the start of the project and had undertaken all of the above, what are invalid reasons to blame the project manager if the project failed?
A lack of timely resource availability or commitment by the organisation
Directives to the project manager to not engage certain stakeholder communities
Ignorance by senior sponsors to management risks raised by the project team
A management decision that is too bitter a pill to swallow in spite of how much it has been sugar coated
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