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10 Things Every Successful Leader Should Do Everyday

Jesus Christ as a Project Leader

As the new year begins the world is overflowing with resolutions and good intentions. We write lists, we vow to change bad habits and we feel that a ‘fresh start’ to the year can bring miracles and the success we aspire to. But how and when on earth are we supposed to do all that is the reply received from newly qualified project managers only weeks into their new positions when we describe some of the activities they should be focusing on to be successful as leaders.

You will know there are so many things to tackle on a typical day in the life of a project leader. Chances are you rarely end a day having done what you originally set out to do as day-to-day trivialities often get in the way. You spend most of your time solving unexpected problems. You might also feel very much out of control because what’s urgent–the daily work–always seems to take over what’s important–your ongoing work.

But with all of the idiocy that projects usually entail, did it ever cross your mind that between creating schedules and holding meetings that it’s important to make time to reflect? Most project managers are focused on routine and creating plans by nature and love the feeling of clearing the inbox and crossing things off lists as it makes them feel productive. However, there comes a time for most of us when we embark on a quest for greater fulfilment in our lives.

Here are ten things we ought to try to do every day. Cover these and you should be on your way to becoming a successful leader.

1. Sleep 7-9 Hours a Day

Slacking on sleep? Think six hours of sleep is enough? Think again. Researchers at the University of California, San Francisco, revealed that some people have a gene that enables them to do well on six hours of sleep a night. Disappointingly, this gene is extremely rare appearing in less than 3% of the population. For the other 97% of us, six hours doesn’t come close to cutting it. Most of us know that getting a good night’s sleep is vital, but too few of us actually make those eight hours between the sheets a priority. According to research “sleeping on it” does improve decision making. Naps are great too as they increase alertness and performance on the job, enhance our learning ability and help us purge negative emotions while enhancing positive ones. The National Sleep Foundation (NSF) found that people who reduced their sleep time from seven hours to five hours or less had 1.7 times the risk of death from all causes.

So how much sleep do you need?

  • Newborns (0-3 months): Sleep range narrowed to 14-17 hours each day (previously it was 12-18)
  • Infants (4-11 months): Sleep range widened two hours to 12-15 hours (previously it was 14-15)
  • Toddlers (1-2 years): Sleep range widened by one hour to 11-14 hours (previously it was 12-14)
  • Preschoolers (3-5): Sleep range widened by one hour to 10-13 hours (previously it was 11-13)
  • School-age children (6-13): Sleep range widened by one hour to 9-11 hours (previously it was 10-11)
  • Teenagers (14-17): Sleep range widened by one hour to 8-10 hours (previously it was 8.5-9.5)
  • Younger adults (18-25): Sleep range is 7-9 hours (new age category)
  • Adults (26-64): Sleep range did not change and remains 7-9 hours
  • Older adults (65+): Sleep range is 7-8 hours (new age category)

2. Spend Time with Those You Love

Relationships are worth approximately £108,017 extra a year according to Daniel Gilbert, Harvard happiness expert. The longest-lived people on the planet all place a strong prominence on healthy relationships. Experts state that not feeling socially connected can lead to a heart attack, stroke, diabetes and people committing suicide. It is also proposed that 90% of the time we spend with our children is before they are nine years of age. In other words, there simply aren’t many things in this world more important than the connections we have with those we’re closest to, so make it a point to spend quality time with them every single day. Don’t take time for granted because you never know when yours will be up.

3. Pray and Meditate

Ever wonder why the world’s best leaders want to ‘meditate on it’? Well, there’s apparently a bright future for silence, especially in these shrieky, screechy times. We’re constantly cyber-connected, but never fully present. Rather than immediately checking your email and text messages in the morning, close your eyes and express gratitude for the new day. Appreciation unlocks a view of richness, as opposed to a  shortage. After reflecting deeply on your blessings, pull out your project journal and write down your goals for the day as well as your big picture “vision” before taking the plunge. According to research prayer and meditation improves our relationships and can build an environment for aha moments. While stress narrows your perspective and that of your team  and reduces empathy, negatively impacting performance. Prayer and meditation can help boost our mood and increase our sense of connection to others. Brain-imaging research suggests that meditation can help strengthen your ability to regulate your emotions. Steve Jobs did it. Hence the benefits should be considered by any smart manager.

4. Challenge Yourself

Do you think that successful people are just lucky or that they have a special potion they drink that propelled them to the finish line, no. They keep on keeping on, over and over and are not afraid to ask for help. The best way to stay competitive is to actively attempt to challenge your preconceived notions. Easier said than done, right? No. Increasing self-discipline just takes a little effort each day. Experts suggest that learning another language can keep your mind sharp and that music lessons increase intelligence. Challenging our beliefs reinforces our mind. Experts claim that not getting an education or taking advantage of prospects are two of the things people look back on their lives and regret the most. Make it a point to feed yourself knowledge every day, whether it be in the form of books, websites, television, etc.

5. Be Optimistic

Optimism is defined as “the belief that good things will happen to you and that negative events are temporary setbacks to be overcome.” – Mayo Clinic

Are you a “glass half-full” or a “glass-half-empty” kind of person? Have you ever met a successful pessimist? While the answer maybe no, we recognise that some people can be both. Optimism is the single most important factor to a leaders Success. Optimism can make you healthier, happier and extend your life. The Army teaches it in order to increase mental toughness in soldiers as being overconfident improves performance. Successful project leaders focus on the positive wherever possible — but not blindly!  Optimism helps us spot opportunities we would miss if we were focusing on the negative. While you must always plan for the future and for potential pitfalls, you must believe there is a way across the chasms. Otherwise, you will turn back long before the journey is complete. Mindsets are like viral infections. One of the best things we can do is to surround ourself’s with successful people.

6. Keep Failure in Perspective

“This proverb says that if a person fails once, they should not lose heart. They should observe the mistakes that led to the failure and try to overcome them in their next attempt.” — Proverb

Once a project falls apart, we shouldn’t rush to blame the client or the team, instead, we should own up to what went wrong and forgive ourselves. It may sound soppy, but it won’t do us any good to torture ourselves over what we ought to have known. We ought to remember that failure is feedback and feedback is breakfast for champions.
We have all probably met project leaders who take pride in having a zero failure rate — or so they claim! Those people are usually dishonest or not as successful as they appear to be. Maybe they just got lucky or came into a large inheritance.

“Whatever humans have learned had to be learned as a consequence only of trial and error experience. Humans have learned only through mistakes.” –  R. Buckminster Fuller

Never be afraid of failure. Remember, you’re trying to succeed brilliantly at something most people can’t do at all.

7. Learn to Say No

No is rarely celebrated unlike its cousin Yes that supports risk-taking, courage, and an open-hearted approach to life. However, sometimes you have to say “no.” Not every project proposition is a good one, and not all managers are right. Successful leaders know their limitations and will not take on every single project in the company. They know they sometimes have to back off and take care of themselves first.

Wielded wisely, no is an instrument of integrity and a shield against exploitation. It often takes courage to say no. It is hard to receive. But setting limits sets us free. Once you overcome your fear of saying no, you’ll realise how easy it is and how one little word can bring health, abundance, and happiness.

8. Laugh out Loud

“A sense of humor is part of the art of leadership, of getting along with people, of getting things done.” – Dwight D. Eisenhower

Let’s face it: if we don’t like being at work, we’re just not going to do an amazing job. A day without laughter is a day wasted as humour is said to increase productivity and group effectiveness, trust, relieves stress, boost  morale of the team and creativity. On the other hand, failure to laugh at work can make the daily grind a painful process that drags on at the speed of a turtle. Nevertheless, if workplace stress is too much to handle, stop reading this and start hunting for a more satisfying job. And remember

“If you are too busy to laugh, you are too busy.” — Proverb

9. Eat Healthy

Some people swear by it and brag about mental clarity, through-the-roof energy and weight loss. They go all day without eating, then, come dinner, fill their pie hole with whatever they want, bad idea. There’s a direct correlation between the foods we eat and our level of happiness. Spend time preparing at least one healthy meal every day, including vegetables, fruits, nuts and seeds, whole grains and lean meats or fish.

10. Exercise  Everyday

Mounting scientific evidence supports the link between exercise and cognitive function. In other words, we cannot afford “not” to work out. Most successful leaders make physical fitness a top priority because a proper training program will help you have a better posture, exude more energy, and prepare you to handle the increasing demands of long hours and heavy travel schedules. Simply put, exercise is the single best thing you can do for your brain in terms of mood, memory, and learning. You’ll work smarter, not harder. President Obama breaks a sweat for 45 minutes, six days a week. Wendy Davis is no stranger to fitness. She’s “an avid runner and cyclist”. Warren Buffett doesn’t try to hide his less-than-nutritious food choices, but to make up for those indulgences, he’s taken to exercise, CNBC reported. Oprah Winfrey breaks a works out for 45 minutes six mornings a week. Exercise has been credited as Richard Branson’s No. 1 productivity secret and the No. 1 thing super-successful people do before 8 a.m.

Obviously, This list could be longer and represents just a handful ways good project leaders should use their day to fulfil the deeper imperatives of leadership, but you get the idea.

 

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The Wyndham Road Project, Southwark

Britain’s first demountable multistorey housing development

A portable, demountable or transportable building is one of the many pre-fabricated house types which can be put to good use when planning constraints will only allow short-term development. Modules and components can be taken apart and transported to a new location. Even elements such as foundations can be easily removed using demountable technologies.  In Australia the word “demountable” in particular refers to portable classrooms.

Prefab Housing Has Been Heralded as the Future of Building and the Solution to Resolve Housing Shortages in the Uk.

The Wyndham Road Project

Client: Hyde Housing Association

Architect: PCKO

Principal Supplier: BUMA

The Wyndham Road project, incorporating 18 flats for key workers, was completed in summer 2005, designed as part of RAPID (Response to Accommodation Pressures through Innovative Design), Hyde’s response to the Government’s initiative to increase the supply of new housing through use of innovative technology.

This Scheme on Wyndham Road, South-east London, Was the Second Buma-built Project in the Uk.

The scheme comprised one and two-bedroom flats, built around three independent staircases, designed to modern, high-quality standards. Demountable construction is designed to accommodate any future changes to the urban fabric, therefore addressing the issue of urban sustainability and required flexibility. Demountability was built in right through to the foundations with the use of screw piles to hold up the structure.

The development could then  be dismantled in 9-10 days and erected on an alternative site, remodelled or recycled, as required. Elevations finished with lightweight metal cladding and insulated render incorporate full-height glazing and feature sliding shutters of galvanised steel and timber, painted in vivid colours, giving the building a unique identity. The building was  designed as 3-storey but could have been  extended to 4-storey by adding additional volumetric components.

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Racism Is Still Alive and Well in the UK, 50 Years after the Race Relations Act

London Mayor Boris Johnson has said £1.3tn of investment is needed over the next 35 years in order for London to retain its world class status

Written by Denise Courtney

The truth is, we’re making slow progress, racial discrimination in construction industry is rife. Well, that was the finding of a report commissioned by the Construction Industry Training Board on the under-representation of ethnic minorities in the industry in 2014. The findings, published made for shocking reading. It stated that the construction workforce was only 1.9% black and Asian, compared with 6.4% of the working population as a whole – more than 70% fewer black and Asian workers than the UK industry average.

“There’s been some progress since 1965, no longer would signs of No Blacks, No Irish, No Dogs be allowed, but focusing on individual prejudice has avoided tackling endemic systematic racism, leaving significant inequalities in the UK and aboard.”

The survey proved that there is still much work to be done within the industry in order to attract the very best talent.

A painting contractor based in New England has been ordered to pay two former employees more than $1.5m each by a court in New Haven, Connecticut. The court ruled that the company had discriminated against the men on racial grounds.

The lawsuit, against Safety Marking alleged that Yosif Bakhit, a Sudanese-American, and Kiyada Miles, an African-American, were subject to “a pattern of abuse” for years, from racial insults and slurs to being passed over for promotions in favour of less experienced white employees.

There have been many cases both in  the UK and aboard, the evidence is overwhelming, just do a search on Google, the problem is most people suffer in silence.

“Is There a Glass Ceiling Where You Work? One in Three Brits ‘admits to Being Racist’, according to poll.”

Many people get attracted to the lucrative payments that usually accompany working in the UK and US. The need to explore what is beyond their boundaries is so tempting that one will use any means and any chance they get to ensure that they secure themselves a better paying job which is mostly found in the construction industry. However, their arrival is mostly characterized by hostility from the locals making their stay unbearable. In addition, proper recruitment practices in some cases have not been put in place to ensure that ethnic minorities are treated well.

The need for a diverse workforce in the construction industry by most governments is seen as a bid to fill the gap of an  aging workforce. Many organisations  have already become reliant on foreign construction laborers who are hungry for opportunities to further their careers.

Despite various measures and policies put in place to prevent or minimize racial discrimination, studies have shown that although the makeup of the population in the construction industry is in the process of changing, the picture still being painted is that the industry is still dominated by white people  instead of having multicultural diversity throughout.

Lewis Iwu, Director of the Fair Education Alliancec Recently Stated That ‘at Some Companies the Only Bme People Are the Ones Who Let You in the Door.’

Noticeable issues of racial discrimination which can be attested by ethnic minorities who comprise of blacks and people of Asian origin today are that most contractors and consultants are white with the stakeholders who are deemed to have stronger networks and connections despite the fact that there are equally qualified ethnic minority workers. This can be attributed to the fact that it will take a while for you to earn people’s trust which is hard, prejudice and stereotypes considered.

Strategic roles are also given to white colleagues and when there are opportunities for leadership roles, priority is given to the white counterparts despite the presence of more qualified Ethnic Minorities who are willing to avail themselves for the role. Another challenge is that even if an ethnic minority gets this position, their subordinates find it hard to take instructions from them making it hard for them to accomplish their tasks and achieve the set targets.

It is a common belief that there is power in a name and in most cases Ethnic Minorities will find themselves adopting English names just to make them seem white. Other instances of discrimination are that during submission of reports, the reports from ethnic minorities are criticized more.

Ethnic minorities have turned to the construction project management industry with the hope of building a career in construction to subsequently improve their lives but due to racial discrimination, they find themselves working in the same level for years without being promoted therefore making their lives hard. This can be attributed to a common perception that black people cannot bring anything substantial to the table and should instead be seen digging with a shovel and not in a management level, according to Kwasi Boateng who spoke to Nancy Cavill of Building.co.uk

Even with these cases being minimal today due to the policies put in place to see to it that there is equal opportunity for all; Ethnic minorities still suffer from issues of name calling which makes them isolate themselves from the rest of the workforce according to a report by the Equality and Human Rights commission.

“A State of  Racism Exists Between Some of the Citizens of the  United Kingdom, Studies Taken by the  BBC in 2014 and 2015 Claim Racism Is on the Rise in the Uk with More than One Third Actually Admitting They Are Racially Prejudiced.”

EM workers are reported to limit their contact with those from a different cultural or religious background whenever they can with some even missing work due to stress leading to reduced productivity. A finding by Juliet Bourke of Deloitte.com found that apart from racial jokes and racist gestures, ethnic minorities are in some cases denied time off to attend to religious or cultural ceremonies. A plus here is that this group is however satisfied with the multicultural working environment. “Why not take a legal action?” One may ask. This has been in the minds of many but the fear of the repercussions makes them cower and tolerate the discriminatory treatment. Coupled with that, low status workers with limited skills fear that they will be exposed to adverse working conditions.

Due to the plight of these workers, construction management organizations have come up with strategies that will see an improved working condition for all and key among them include;

  • A review of the current legislations which have been put in place to safeguard ethnic minority workers against discrimination in the construction industry. The review will help in deliberating on specific policies aimed at protecting them and to add on what has been overlooked. This involves punishing offenders who are found guilty of harassing or discriminating against members of a different religious or cultural background.
  • Implementation of equal treatment of all workers despite their cultural or religious backgrounds. This will see that all the workers will get equal opportunities with regards to leadership chances without considering their backgrounds but their qualifications instead. This will ensure that proper representations of these minorities are achieved.
  • Along with the policies of enhancing equal opportunities, policies that ensure that workers have freedom to attend to their various cultural and religious ceremonies have been put in place. This effort shows that their beliefs are acknowledged and appreciated which is motivation enough for them.
  • The need for a common language which is understood by all has prompted some constructions organisations  to come up with one which will help communicate its policies to the workers effectively without feeling that others have been left out. These organizations therefore encourage its workers to try and learn English which is one of the common international languages in a bid to support workers overcome the language barrier. This will also ensure that all the safety policies are communicated effectively and are understood by the entire workforce.
  • Thees construction firms also ensure that it communicates clearly and precisely all the work procedures to ensure that all the tasks are done well and in a safe manner. This includes training and putting in place properly laid out instructions to ensure that the workers understand and know what they are supposed to do.

With these policies and strategies being put in place by companies, noticeable impacts on improved delivery and quality of the services provided by a well coordinated and multicultural population will be realized. Without these policies, poor psychological working conditions which include discrimination and harassment as well as issues of excessive workloads, low job control and long working hours will lead to a worsening mental and physical health of these workers leading to poor delivery. The government and those in leadership positions should be brought on board on these issues of racial discrimination in the construction project management industry if any significant changes are to be realized. They should take responsibility and make it an agenda and not merely regard it as an issue which human resource teams must  deal with alone.

“Every Single Person Has a Unique, Inherent Worth.”

Even if industries put these policies in place, they should strictly follow them up and make deliberate efforts to create an environment that is inclusive of all the people from diverse backgrounds to curb direct and indirect workplace discrimination. Construction is part of a country’s development agenda because without it, infrastructure which is crucial will lag behind making production minimal as it is from construction that they will have roads to transport their goods and services. Companies should therefore understand that diversity is very crucial for their prosperity because it is through it that better business ideas as well as innovations will be realized. This is because a diverse team will bring in diverse perspectives to problems and customer needs will be best understood as they will be in a better position to tailor their products and services to meet those needs.

Do you believe  legislative change can end systematic discrimination in Britain and aboard or is  racism coded in to the DNA of the nation?

 

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How to Cope with a Mis-Sold Job

How to cope with a mis-sold job

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

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

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

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

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

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

Why Would A  Company or Person Block Your Move?

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

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

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

Why is God not moving?  

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

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

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

What Can You Do About it?

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

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

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

Easy, you’re going to read this guide.

Strategy 1 – Remote Working Arrangement

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

Strategy 2 – What’s in It for Me?

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

Strategy 3  –  The Budget Cut

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

Strategy 4  –  The Ease Out

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

Strategy 5 –  Burning Bridges in the Industry  

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

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

Strategy 6  – Get Moving Fast

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

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

Strategy 7  – Your Dream Job Awaits

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

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

Strategy 8 – Remeber to Be Patient  

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

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

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

Any thoughts to share?

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‘Creation From Catastrophe’ a New exhibition looks at how architects are doing more to prepare us for disaster – but is it enough?

Out of the ashes rises great opportunity. That is the theme of the new exhibit “Creation from Catastrophe — How Architecture Rebuilds Communities” at the Royal Institute of British Architects. Featuring a number of impressive projects dedicated to rebuilding communities after a disaster, the exhibit explores the evolving relationship between man, architecture, and nature.

In an interview with Dezeen magazine, curator Jes Fernie said the exhibit reveals an “expanded idea of what architecture is and what architects can do.”

From Floating Schools to Unseen Plans for an Alternative London, a New Exhibition Showcases the Good, the Bad and the Ugly Architectural Responses to Urban Disasters

The exhibit, which opened on Jan 27  and runs through April 24, spans nearly four centuries riddled with successful disaster relief projects. It features designs for rebuilding after London’s Great Fire in 1666 as well as plans for water communities in Nigeria, which could be affected by unpredictable coastal water levels in Africa’s near future.

Here are five other unique projects you can follow up on when visiting the Catastrophe exhibit this spring:

The Reliance Building
The Reliance Building

1. The Reliance Building, Atwood, Burnham and Co., North State Street, Chicago, 1890-1895
While devastating, Chicago’s Great Fire of 1871 paved a new way for architectural design. Considered by many to have birthed the Chicago School architectural style, the disaster also led to a new type of architectural design: the skyscraper.

In an effort to create fire-retardant buildings, designers utilized tools such as steel frames and sheet glass coverings. The Reliance Building, constructed by Atwood, Burnham, and Co, is one of the first post-fire buildings that fathered a design very similar to the modern day skyscrapers we know.

Nepal Project by Shigeru Ban Dezeen
Nepal Project by Shigeru Ban Dezeen
The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal
The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal

2. Housing for Nepal earthquake victims, Shigeru Ban, 2015
Simple, traditional homes in Nepal were the ones that withstood the catastrophic earthquake in 2015. As a result, Pritzker Prize-winning, disaster-relief architect Shigeru Ban designed housing structures for the victims.

Ban’s modular housing concept is modelled on the traditional homes that survived the earthquake. His design uses wood frames for the structure, cardboard tubes for the truss system of the roof, and debris from the disaster as infill for the wall. Thatch and plastic sheeting provided an extra layer of protection on the rooftop.

Women’s Centre in Darya Khan
Women’s Centre in Darya Khan

3. Women’s Centre in Darya Khan, Pakistan, Yasmeen Lari, 2011
Pakistani architect Yasmeen Lari (the first woman architect in Pakistan) showcases architecture’s role and influence in society. Throughout her career, the 75-year-old designer has built over 36,000 homes for earthquake and flood victims throughout Pakistan. She is also the founder of Heritage Foundation of Pakistan, which allows architecture students to train local residents to rebuild their homes and communities after a disaster using natural resources like bamboo and mud.

One of her well-known projects includes the Women’s Centre in Darya Khan, Pakistan. Lari holds a deep affection for Pakistani women, who are typically displaced and struggling with the care of their children following a natural disaster. The layout allows women to unite and socialize and keep their children safe. And in the event of a flood striking, the first floor is high enough so that waters cannot reach it.

Sustainable post-tsunami reconstruction master plan for Constitución
Sustainable post-tsunami reconstruction master plan for Constitución

4. Post-tsunami sustainability plan for Constitución, Chile, Elemental, 2014
After 2010’s deadly earthquake shook the coastal cities of Chile, plans for rebuilding and protecting cities like Constitución became a priority. In an effort to work with nature and the community, Pritzker Prize-winning architect Alejandro Aravena’s firm Elemental, proposed the intriguing method to plant more trees along the coast to absorb waters and prevent flooding.

The idea is that there is an opportunity to do something that would have long-term positive impacts, rather than a temporary fix that might be ruined by another major earthquake or tsunami in the area. The project will hopefully address short-term needs as well as potential long-term problems.

Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.
Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy
Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

5. Rebuilding of Hoboken, New Jersey after Hurricane Sandy, OMA, 2012
Following the disastrous Hurricane Sandy that struck the Northeastern United States in 2012, about 80 percent of Hoboken, New Jersey homes were flooded, leaving the community wondering how to rebuild itself with an emphasis on flood defense.

That’s when Dutch architect Rem Koolhaas’ firm OMA offered a solution that would combine hard infrastructure and soft landscaping, integrating coastal defense and natural drainage to protect against future flooding. The ideas between OMA’s and Elemental’s projects are very similar in that they look to work with nature rather than avoiding it.

Fernie told Dezeen that OMA offers a multi-pronged approach: resist, delay, restore and discharge. It acknowledges the complex water system and works with it, he said.

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Why Should I Hire a Project Manager for My Church Project?

Is it worth hiring a project manager when any seemingly knowledgeable pastor or church member might do?

The truth is, project managers can be a valuable asset to any organization. Whereas the average church member who is only familiar with certain tasks might be overwhelmed by the complexity of major organizational assignments, project managers are trained to handle programs with elaborate factors such as high budgets, increased manpower and layers of duties.

An Astounding 97% of Organizations Believe Project Management Is Critical to Business Performance and Organizational Success. (Source: PricewaterhouseCoopers)

On the flip side, some professional bodies disagree, arguing that professionals like pastors, marketers, and accountants are able to manage projects just as well as any project manager with some effort.

Barely over Half (56%) of Project Managers Are Certified  (Source: Wrike)

“It’s a raging debate,” said Tony Marks, author of the 20:20 Project Management guide.

“Some industries, such as oil and gas, are hesitant to hire outside project management specialists because they may lack industry knowledge. Instead, these industries prefer to employ technical experts and put them through project management training.”

“The danger is that these  people  are more likely to get  sucked into their comfort zone dealing with the nitty-gritty and technical detail they understand and are fascinated by when they should be managing the project,” said Tony Marks.

In addition to being trained to juggle tasks efficiently, project managers spend an enormous amount of time honing their skills. Much more goes into the craft than obtaining Prince2 or APM certifications.

According to Mike Savage of Thales Training and Consultancy, the International Project Management Association requires its professionals to have at least 15 years of experience and training. The association has four grades from D to A. At the A level, project managers must have a minimum of five years project management experience, five years of program management and five years of portfolio management.

“So to Say That Anyone Can Be a Project Manager Is like Saying Anyone Can Be a Brain Surgeon, Said Savage.”

But just because there are individuals specializing in project management doesn’t mean non-specialists can’t learn the techniques as well. Ian Clarkson of training course provider QA encourages everyone to learn project management practices.

“The skills, leadership, planning and stakeholder engagement techniques are vital to all disciplines,” he said.

“Projects which are run by engineers with project management training are less likely to be successful than the reverse,” said Lloyd’s Register energy program director Roger Clutton. “If there is a lack of technical expertise that will show up in the risk assessment. But a lack of project management skills is much less likely to be detected.”

With that, it seems that the argument on whether or not hiring an outside project management is necessary will continue. But the debate only seems relevant to rival professions as there is projected to be 15 million new project management jobs within the decade. (Source: Project Management Institute).

No matter how you look at it, though, it seems that trained and experienced project managers  must be  worth their weight in gold.

 

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Small Projects Often Mean Greater Innovation

Small projects often embody more innovation than larger more costly or high profile ones.

Innovation is a wide concept that includes improvements in processes, products and services. It involves incorporating new ideas which generate changes that help solve the needs of a company and so increase its competitiveness. That’s hardly big news. But what may be surprising to some is that innovation has itself, well, innovated and it isn’t what it used to be.

New materials and energy, design approaches, as well as advances in digital technology and big data, are creating a wave of innovation within the construction industry. These new ideas are increasingly often tested and proven on smaller and agiler projects. Investing time and money is well spent on  these  ideas and technical improvements can then be used on large-scale developments.

Here are  three exciting small projects:

Vanke Pavilion - Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion – Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion - Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion – Milan Expo 2015 / Daniel Libeskind
VANKE PAVILION Milan, Italy
VANKE PAVILION
Milan, Italy

1. Vanke Pavilion – Milan Expo 2015

The  corporate pavilion for Vanke China explores key issues related to the theme of the Expo Milano 2015, “Feeding the Planet, Energy for Life”.

Situated on the southeast edge of the Lake Arena, the 800-square meter pavilion appears to rise from the east, forming a dynamic, vertical landscape.

The original tiling pattern would have resulted in thousands of ceramic tiles of different sizes and shapes. The resulting complexity and lack of repetition could have led to high costs and a longer erection time.

Working with Architects Studio Libeskind, Format Engineers  (Engineering Designers with backgrounds in structural engineering, coding, mathematics, and architecture) changed the pattern from thousands of different tiles to less than a dozen and  simplified the  backing structure generating  huge cost savings. Format Engineers also proposed ‘slicing’ of the building and then fabrication of  the primary structure of steel ribs using  low tech flat steel plate elements.  These were then used in a series of long span portalised frames reminiscent of the ribs and spars in traditional boat building  resulting in a  column-free area for the display of Chinese Cultural Heritage.

The frame was built to a budget and without difficulty ahead of the neighboring Expo buildings.

Building Size
12 meters high
740 mq gross floor area (exhibition, service & VIP levels)
130 mq roof terrace

Architect:  Studio Libeskind

Engineer:  Format Engineers

Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion

2.  Oxford Brookes Rain Pavilion

The Rain Pavilion is an urban forest sculpture forming the front entrance to Oxford Brookes University’s Architecture Faculty.

“Rain Pavilion artwork is a sensory experience for the community.”

The complex form required extensive wind modeling and comprehensive structural analysis within a generative 3d model. This was allied with Format Engineers in-house code for the self-organization of voids and their subsequent redistribution.

.At each stage of the design process different modeling and analysis techniques were used to exploit the form and to optimise the structure. The considerable challenges posed by the slenderness of the structure and its dynamic behavior under wind were resolved by combining Computational Fluid Dynamics (CFD)  (a branch of  fluid mechanics  that uses numerical analysis and algorithms to solve and analyze problems that involve  fluid  flows) with a generative design environment. Conceptual design introduced the ideas of tubular stems and folded steel canopies, both of which were  perforated by circular holes arranged to allow the interplay of light and water through the structure. The voids were generated using a self-organizing process.

Grasshopper  (a graphical algorithm computer 3-D modeling tool)  was used  to produce a mesh that could include the voids in both the stems and the petals.

The Rain Pavilion is designed to celebrate the sound of rain, and the noise of water interacting with different sections of the installation is part of the experience of passing through it. The structure has a design life of five years and can  be transported to other locations.

Architect:  Oxford Brookes University, Oxford, UK

Engineer:  Format Engineers

KREOD Pavilion
KREOD Pavilion
KREOD Pavilion
KREOD Pavilion
KREOD Pavilion
KREOD Pavilion

3.  KREOD Pavilion

The KREOD pavilions were first erected on the London Greenwich Olympic site in 2012.  Easily rearranged, three pod-like pavilions were formed with a wooden structural framework comprised of an open hexagonal composition.

Standing three meters tall, each double-curved wooden shell enclosed a footprint of 20 square meters,  totaling 60 square meters. A  waterproof tensile membrane sealed the interior from the elements fully portable with demountable joints,  the individual components can be  stacked for efficient transportation.

Chun Qing Li the architect required a temporary exhibition or function space that could be erected and demounted mostly by hand and by untrained staff. The quality of finish needed to  echo that of handmade furniture and had to be low cost and quick to erect. The continuously changing double curved form of the enclosure meant that in theory, every nodal connection was  different. A conventional bolted solution would have cost hundreds of pounds per fixing. Format Engineers  suggestion of a ‘reciprocal’ jointed timber grid shell required standard  bolts which equated to a fraction of the normal cost. It also allowed the structure to be built from simple and light flat timber elements.

The structure used Kebony timber throughout, a sustainable alternative to tropical hardwood. As this material had not previously been used in a structural context Format Engineers undertook load testing of the material and the connections at the University of Cambridge. The timber was fabricated using CNC routing (a computer controlled cutting machine)  allowing a highly accurate fit between members and basic  erection on site.

Architect:  Chun Qing Li  

Engineer:  Format Engineers

 

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Top 6 Most Impressive Megaprojects of 2015

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.
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
 

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 Chicago
Rendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago
Rendering of Zurich North America’s new headquarters in the northwest suburbs of Chicago
Rendering 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 Airport
Al Maktoum International Airport
Al Maktoum International Airport
Al 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 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
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.

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The Good, the Bad and the Ugly of Requirements Management

The Good, the Bad and the Ugly of Agile Methodologies

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, and   a 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.

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9 Architectural Projects That Busted the Bank Vaults

The Channel Tunnel

Since the beginning of recorded time, construction projects have always been a major part of history. In fact, grandiose construction projects to erect the architectural visions of Pharaohs, Kings, Rulers, and Monarchs was used as a way to put the wealth and power of leaders on display for all of the people their lands to see.

Not surprisingly, all of these projects came at a great cost to the leaders that initiated them.

The Great Pyramid at Giza is one example of a grand architectural vision. This massive structure was built under the leadership of Egyptian pharaoh Khufu in the 26th century B.C.E. By the time work on the structure was completed, Knufu spent a great deal of his kingly fortunes on the project. According to sources, it is estimated that this project would cost more than  $5 billion dollars to duplicate today.

Since then, there have been many other building projects that have cost significant amounts of money to build, some that were so grand in their scope they effectively broke the bank.

We will examine more of these projects here.

The Three Gorges Dam
The Three Gorges Dam

1. The Three Gorges Dam

This massive Chinese construction project took place over the Yangtze River in the Hubei province of Central China. This scope of this project was enormous and came with quite a bit of controversy due to the changes to the environment that were needed to make the project become a reality. When this project was approved in 1992, the Vice Premier at the time, Zoa Jiahua quoted the project cost at $8.35 billion to complete. In 2006, when the project was officially ended, the total cost ended up being closer to $37 billion dollars, or roughly four times more than the original estimate.

The Ryungyong Hotel
The Ryungyong Hotel

2. The Ryungyong Hotel

The ground broke for this 105 story luxury tourist hotel in 1987 in North Korea, despite the country being closed off to foreign visitors. After investing approximately $750 million dollars in the structure, the project came to an abrupt end when the Soviet Union, North Korea’s major economic supporter, collapsed. Today, the building remains unfinished and is recognised as being the tallest unoccupied structure in the entire world.

The MOSE Project
The MOSE Project
The MOSE Project
The MOSE Project
The MOSE Project
The MOSE Project

3. The MOSE Project

This building project was originally intended to help control flooding in Venice. However, it primarily served as a project to sink money into. The original budget for the project was $1.7 billion dollars but jumped to $8.1 billion over time. None of the work that was completed did anything to prevent flooding. Many people involved in the initial construction were arrested on bribery and corruption charges in connection with the project. Venice continues to have problems with flooding and sinking.

The Mirabel Airport
The Mirabel Airport

4. The Mirabel Airport

This airport was originally opened to serve Montreal, Canada in   mid-1970. The Government seized 100,000 acres of land and displaced thousands of residents from their homes for the land that was needed to construct the airport. The cost of the land was $140 million dollars. This amount was eight times more than the costs that were originally projected. Once construction on the airport began, the price skyrocketed to a total cost of around $276 million dollars. Adding further pressure to the Mirabel Airport project was the fact that the Montreal-Dorval International Airport was located within a short driving distance away. While this airport did operate for a number of years, it ceased operations in 2004. In late 2014, demolition of the site began which added another $15 million dollars of cost to the failed project.

The Sagrada Familia
The Sagrada Familia
The Sagrada Familia
The Sagrada Familia
The Sagrada Familia
The Sagrada Familia

5. The Sagrada Familia

There is no doubt that building a Cathedral is no small undertaking. For the Sagrada Familia Cathedral, it is a project that has advanced at a snail’s pace and with a hefty price tag that can not even be calculated due to how slow the project has been to finish. Construction on the house of worship began in 1883. In 2015, it still needs  to be completed. In 2011, the President of the Building Committee said that it might be completed in 2026 – 143 years after construction originally began.

The Millennium Dome
The Millennium Dome
The Millennium Dome
The Millennium Dome

6. The Millennium Dome

This is a London based project that has a happy ending, despite a shaky, and very expensive start. When construction of the Millennium Dome began in the 1990’s, the original budget of 758 million pounds was exceeded when it ended up costing 789 million pounds, so it lost money from day one, even without including maintenance costs. However, in 2007 the structure was sold to AEG and renamed the 02 Arena, so some of the initial investment money was recouped. This site is now a top venue for sporting events and concerts in the London, UK area.

The Channel Tunnel
The Channel Tunnel

7. The Channel Tunnel

Sometimes referred to as the “Chunnel” is a tunnel in the English Channel that links the United Kingdom with France. It’s not surprising that a project of this scope would cost a lot of money and time to complete successfully. In total, it took six years of work and $21 billion dollars to finish. In financial costs, it ended up being 80% more expensive than originally forecast. This privately funded project caused many of the initial investors to lose most of their investment due to over run costs. Today, their diligence to the project has made it widely successful. Hundreds of millions of people use the Chunnel trains to commute between France and the UK, with a travel time of around 35 minutes.

The Central Artery Tunnel Project
The Central Artery Tunnel Project
The Central Artery Tunnel Project
The Central Artery Tunnel Project

8. The Central Artery Tunnel Project

In 1991, Boston began construction of the Central Artery/Tunnel Project, also known as the Big D, to provide commuters with an alternative to using the main highway through the City. This project is one of the most expensive construction projects in the history of the United States with a ‘real’ cost of $22 billion dollars once interest on the funding for the project is paid off in 2038. The Central Artery/Tunnel Project included the construction of roads, bridges, and even a tunnel that was built under the Boston Harbor. While this project did have the original effect it was supposed to have by alleviating traffic congestion in parts of Boston, overall traffic in the areas where the Big D serves has also increased.

Panama Canal, Centennial Bridge
Panama Canal, Centennial Bridge

9. The Panama Canal

The Panama Canal is another example of a building project that came with many personal and financial losses during its construction in the early 1900’s. The project was hexed with obstacles including outbreaks of deadly malaria and mudslides that, according to hospital records, resulted in over 5,600 labourers deaths. Today, the Panama Canal remains a key part of the shipping industry between the Atlantic and the Pacific Ocean. In 2014, work at the Canal ground to a halt after a dispute between the Panama Canal Authority and a conglomerate of European construction companies disagreed who would pay for a $1.16 billion overrun in costs. All parties involved in the dispute agreed on stop-gap funding that put the project back in action. In 2015, expansion work on the Panama Canal continues and the overall costs of the project continue to rise.

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6 Project Management Taboos Christian Project Leaders Should Break

6 Project Management Taboos You Should Break

The lack of project management training or experience of many Christian leaders can be an enormous stress factor for them. Whilst natural organizational ability is enormously helpful, in itself it is no guarantee of any project being both successful and low stress.

A taboo is an activity that is forbidden or sacred based on religious beliefs or morals. Breaking a taboo is extremely objectionable in society as a whole. We have  isolated six  project management taboos that are common in PM discussions.

The upside of understanding and acting on  these most common project management taboos  is tremendous. Not only will your project success rate increase, you’ll also improve satisfaction among internal customers.

1. ‘The customer is always right’ is wrong

The project  sponsor is a role in project management, usually the senior member of the project board and often the chair. The project sponsor will often be a senior executive in a corporation who is responsible to  the  business for the success of the project.

However, project  sponsors are people, and they can be wrong. This taboo prevents project managers  from openly examining the actions of senior individuals  in power. In its more stringent form, this taboo can even convert “lessons learned” activities into simple exercises in fawning praise for the vision of our leaders. When we cannot question the actions of the powerful, the organization  can have difficulty finding its way out of trouble. This problem is most severe when the actions (or failure to act) of an Executive sponsor  in power is the issue.

Ignoring a Problem Is, Enabling the Problem

2. ‘Ignore your problems and they will go away‘  

The perfect employee. The perfect manager. The perfect workplace. Wouldn’t it be nice if that existed?  When it comes to managing people, one of the best things we can do is to realize that nothing will ever be perfect. There will always be problems. It’s how we deal with them that matters the most,  so do not ignore them, because  they won’t miraculously go away. The problem only gets worse, frustration levels increase, productivity suffers  and  complacency will set in. They fester the longer you ignore them and ultimately compound the cost of the project.

You aren’t fooling anyone, people know when there is a problem! Occasionally things can get better by themselves, however,  the majority of the time this doesn’t happen.

If you do something wrong, it’s about how well you fix it,” says GlassHouse Technologies’ Scannell. “Most people batten down the hatches and close up shop. Understanding when you’re starting to fail and quickly being able to engage as many stakeholders as possible to fix it is critical.”

Emotional Intelligence for Project Managers – Nice to Have or Necessity

3. Showing emotion is a sign of weakness

If only it were just about defining scope, creating a project plan and tracking costs.

Project Management obviously encompasses all those things, but it’s also about relationship development, team building, influencing, collaborating, and negotiating often in very complex environments.

In most workplace environments project managers  have difficulty showing feelings. Project managers  cannot even discuss them. It’s a pity — feelings are part of being human. When we can discuss feelings, we  can manage them, and we can use them as indicators of morale, future performance, or motivation. This project management taboo can limit the effectiveness of project retrospectives. In projects, strong feelings are common. They play an important role in determining project performance. Yet feelings are rarely discussed in project retrospectives, and this omission can prevent project managers  from truly understanding the evolution of the projects they are  supposedly managing and examining. However, whatever form a project takes there will always be people involved and where there are people there are emotions.Emotions influence people’s actions, their behaviors and their responses to the emotions of others. So welcome to the world of ‘emotional intelligence’.

The concept of Emotional Intelligence (EQ) was first popularised by Daniel Goleman in 1995 with his book, “Emotional Intelligence: Why it can matter more than IQ.”

Just Jump Through the Hoops, Don’t Try to Fix the World

4. Project Managers should play by the rules

Most organizations have processes that nearly everyone understands are outdated  and counterproductive, however,  when project managers dismiss  these processes, neglect to  model their costs to organizations, the outdated  processes are then very difficult to change.

Indeed, the taboo is part of the cultural infrastructure that enables these dysfunctional processes to persist. If project managers discuss them openly, they  might find that upgrading them could provide significant payback.

Keep Complaining! It’s Good for You!

5. Keep complaining! It’s good for you!

We’ve all know that rush of relief you feel as soon as you wrap up a major rant. This is  the national art and sport of the UK.  However, complaining is viral misery.  Back in 2006, an American pastor named Will Bowen launched a campaign he called “A Complaint Free World”. Drawing on the philosophy of Arthur Schopenhauer, Alessandri pushes back against the assumption that complaining is only worthwhile if it gets concrete results; there’s no point in it, the received wisdom goes, if what you’re bemoaning is beyond your control.

Peace Is Not Absence of Conflict, It Is the Ability to Handle Conflict by Peaceful Means

6. You must  take sides in a  political conflict

Just keep neutral. It is possible to be respectful to (and respected by) your colleagues by staying neutral.  Politics are as old as civilization and have continued to be a source of fascination since Machiavelli wrote The Prince, a treatise on how to acquire and retain power, in the 16th century.

There are a lot more project management taboos that aren’t included listed here.  We are interested in your thoughts and suggestions?

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5 of the World’s Most Spectacular Megaprojects

The Three Gorges Dam Project

We seem to be entering a new age of megaprojects as countries around the world mobilise the private sector to invest heavily in multi-billion or sometimes multi-trillion dollar infrastructure initiatives.

Megaprojects (sometimes also spelled “mega projects”) are very large investment projects and  require care in the project development process to reduce any possible optimism bias and strategic misrepresentation.

The most expensive large-scale megaprojects in the world range from  bridges, tunnels, highways, railways, airports, seaports, power plants, dams  and  wastewater projects to entire city districts.

Megaprojects seem to be practically recession-proof and have continued despite the 2008 global economic slowdown likely spurred megaproject construction, since the governments of some countries among them China, India, and the United States saw investment in infrastructure as a way to stimulate growth.  Moreover, many large corporations are locked into megaprojects, because only enormous  undertakings seem capable of nudging their bottom lines.

Here, we take a look at 5  of the biggest, most important and spectacular megaprojects  around the world.

Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group
Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group
Waterworld Hotel, Songjiang, China
Waterworld Hotel, Songjiang, China
Waterworld Hotel, Songjiang, China
Waterworld Hotel, Songjiang, China
Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group
Waterworld Hotel Concept, Songjiang, China By Atkin’s Architecture Group

Songjiang Hotel, China

“We Drew Our Inspiration from the Quarry Setting” Says Atkins Design Studio

The five-star hotel is designed by UK architecture office Atkins for Shimao Group and will offer around 400 rooms, with underwater restaurants, clubs, shopping facilities, a 10-meter deep aquarium and various sport activities such as rock climbing and bungee jumping.

The waterfall is  a key feature of this hotel built into a 328-foot-tall quarry outside of Shanghai. The  19-story hotel will have the waterfall cascading down the middle and two hotel floors that are entirely underwater.

The building will get its energy from geothermal sources and will feature a green roof.

With its 650 architects spread around the world in 60 offices, Atkins Design Studio  is an  enormous organisation, with some  pretty amazing Megaprojects under its belt.

The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project
The Three Gorges Dam Project

Three Gorges Dam

Man has long used technology to harness nature and dam building has always been one of the most controversial methods.

Building a dam causes dramatic effects on the environment, yet can benefit man in innumerable ways.

Three Gorges Dam located in  Sandouping, Yiling, Hubeiis is the largest power station in the world and took  14 years to complete at a cost of  USD $37 billion ( ¥180 billion). The original estimated cost  was  USD $6 billion ( ¥20 billion).  It can produce as much as 15 nuclear power plants and is expected to  create 10% of China’s entire energy supply.

The Three Gorges Dam has moved 39 trillion kilograms of water 175 metres above sea level  which  scientists believe has altered the planet enough to change the speed at which the earth rotates.

The dam was first suggested by Sun Yat-sen, the first president of the Republic of China in 1919 and people have been working on it, researching how it would work and where exactly it would go for nearly 100 years.

London Crossrail
London Crossrail

London Crossrail

Crossrail is Europe’s largest infrastructure project and is set to  boost London’s rail capacity by 10%. The project will deliver approximately 11.9km of twin bore tunnels.

The  $23 billion development 73-mile rail project will connect London from East to West, improving access to Heathrow Airport, central London as well as city’s surrounding towns and suburbs.

Eight boring machines have been cutting their way through earth to create 26 miles (42km) of tunnels.

Construction of Crossrail began at Canary Wharf in London Docklands on 15 May 2009, with tunnelling work starting in May 2012.

The Crossrail project is about 65% complete and engineers will now continue upgrading existing stations and building new stations in central London and London Docklands.

Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Beijing’s new international airport
Working in partnership with China Southwest Architectural Design and Research Institute and the China Railway Design Institute, ADPI also won the competition to design and develop Terminal 3 at Chongqing Jiangbei International Airport in 2011. Phase 1 of the project will increase the airport’s capacity to 45 million passengers per year by 2020.
Beijing’s new international airport

Beijing International Airport Terminal 1 to be World’s Biggest

Beijing’s new international airport

January 2013 saw work approved for a new airport in Beijing. With large sweeping, non-conforming arches that span inwards with curves to the interior, there is a definite stamp of Zaha Hadid Architects with their design language.

Playing host to eight runways and with the capabilities to cater for 130 million passengers every year, Beijing’s new international airport will be among the world’s largest and busiest once  complete  in 2017.

International Space Station (ISS)
International Space Station (ISS)

One Giant Leap for Mankind

International Space station

The International Space Station (ISS) is the largest artificial body in orbit and can often be seen with the naked eye from Earth.

It may be one of the most ambitious scientific ventures ever and also the  largest masterpiece of the human engineering in orbit around Earth at present.  The station consists mainly of habitable and science modules, external trusses and solar panels to provide power.

The ISS provides a platform to conduct scientific research including  astrobiology, astronomy, human research including space medicine and life sciences, physical sciences,  materials science, space weather and weather on Earth.

What exciting projects did we miss on our list? Let us know in the comments section below.

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9 Suggestions for Overcoming Barriers to Good Design When Using Modern Methods of Construction (Mmc)

The term ‘Modern Methods of Construction’ (MMC)  embraces a range of technologies involving various forms  of prefabrication and off-site assembly.

MMC is increasingly regarded as a realistic means of  improving quality, reducing time spent on-site, improving  on-site safety and addressing skills shortages in the  construction of UK housing.

Bridge Crossing Modern Design
Bridge Crossing Modern Design

The variety of systems now available potentially allows the  designer enough choice to sidestep problems deriving  from constraints posed by the use of any one method.  MMC systems, from closed-panel timber framed  systems to bathroom pods are a palette from which  designers can make choices. They are not necessarily  stand-alone solutions that anticipate all the needs of  an individual site and can be mixed and matched  as appropriate.

These limitations are not obstacles to achieving the good design in MMC-based schemes, but may hinder  the incorporation of more complex and innovative  types of MMC from which greater overall benefits  may be obtained  which  are considered under the  following headings:

1. COST UNCERTAINTY

There is no doubt that, given products of comparable  performance the key issue in purchases of MMC construction  systems is the price. At present not enough is known  about the potential costs of using volumetric and  closed panel systems to enable confident specification  at an early date. This inhibits designers from exploring  the full potential of MMC systems. This is particularly true of the less repetitive,  small, one-off scheme, where a smaller margin  of benefits is gained from using MMC. The principal  barrier to the uptake of MMC, therefore, seems  to be the perception of cost uncertainty with respect to using more complex systems.  Without doing substantial project-specific research,  consultants and their clients simply do not know with  enough degree of certainty how much the volumetric or  closed panel systems are likely to cost, and what  would be the savings to overall project costs produced  by potential speed gains to offset against increased  capital expenditure.

This is due to the complexity of assessing the ratio of  cost of repetitive elements where pricing is relatively  straightforward to the cost of adjusting elements or  building in another method for the abnormal condition.  Decisions to use innovative systems are likely to be  made once designs are well progressed to enable  teams to be more certain of costs. This can increase  the potential for change or result in design compromise  as the designer attempts to incorporate the specific  limitations of a particular system in their design.

In an attempt to improve this situation, the MMC consultant and or clients  could  pull together a  directory of MMC  expanded to include cost comparison data. The huge  range of variables involved inevitably makes this  difficult, but a database of current construction cost  information  would be an  invaluable resource.

Contemporary Building Facade
Contemporary Building Facade

2. PLANNING PROCESS AND EARLY COMMITMENT  TO A SYSTEM

The time it can take to obtain planning permission has  obvious implications both for project cost but also, in  some circumstances, for architectural  design innovation.

Most of the more complex types of MMC have an  impact on dimensioning, the choice of external finish  and detailing may have some effect on the buildings  mass. Therefore,  the construction system should be  chosen prior to a planning application to avoid  abortive work, redesign or amendment, or even  resubmission for planning permission.

However,  developers  whose money is at risk, frequently hold  off deciding on the construction technique until the last  practicable moment, in order to get any advantage from  fluctuations in material or component pricing.

Given the potential for lengthy duration of planning  applications, this means that there is little incentive to  prepare initial designs for planning with a prior decision  to incorporate MMC firmly embedded. In cases where  the developer has a financial or business link with the  supplier, this is less likely to be the case. As the majority  of commercial or  residential developments involve some kind of arrangement with a developer, agreement on construction systems is often left to the stage after planning.

3. TIME INVESTMENT

Another very significant factor is the time investment required at  the early stages of projects. This is needed to develop the design when the project is still at risk. There is a  direct relationship between the scale and complexity of  MMC component and the amount of time required to  develop a design at an early stage.

The introduction of advanced or complex MMC  techniques into the design process is potentially costly  to the design team. A significant amount of research is  needed to explore alternative systems, to obtain  verification of suppliers’   credentials, investigate  mortgage and insurance issues, visit previous sites,  talk to system suppliers, obtain technical performance  guidelines, understand junctions and interfaces, coordinate  other consultants, obtain building control input  and so on.

For a consultant, the only way of investing in this  research is either through timely payment of increased  fees by a visionary understanding client or through the anticipation of increased future productivity through repetition when a  project is phased, or large enough, or likely to be  followed by another similar project.

The potential of learning a system and then being able  to repeat lessons learned efficiently is a powerful  incentive for both client and consultant. By contrast, HTA’ s project at Basingstoke is an example  of a phased project with a three to four-year duration allowed the design team to repeat  various elements of the design, and the manufacturer to  develop improved solutions to technical and supply  problems.

HTA’ s project at Basingstoke
HTA’ s project at Basingstoke

4. INSUFFICIENT COMMUNICATION

Improved dialogue at the outset of the  project is  vital if design quality is to be  maximised. Constraints and opportunities implicit within  a particular system are more easily incorporated into  design if partners communicate pre-planning.  Increased early communication can be fostered through  improved long-term partnering relationships.

Clients  should also partner with a range of suppliers and  architects so that choice and flexibility is not restricted.

5. INEXPERIENCE

Generally, the inexperienced client or design team will  have to do more research, with the result  that there is likely to be significant design development  without a specific system being incorporated.

This is a  disincentive to using a more complex system involving a  higher proportion of MMC, where early decision making  and knowledge of a system’ s capabilities have a decisive influence on the nature of the architecture.  However,  encouraging the take up  of MMC through the use of a dedicated funding mechanism may  assist clients  in  finding time for  research into suitable MMC techniques.

Dome Construction Berlin
Dome Construction Berlin

6. SUPPLIER’S ROLE

Site capacity  studies and early stage pre-planning design studies  could be undertaken directly by system suppliers  on behalf of clients, cutting out the usual procedure  of commissioning design work by independent  consultants.

7. ASSUMPTIONS

There are a  number of assumptions that  are generally held about certain types of MMC that may  have been valid at one time but are no longer true today.  There is a need for reliable and up to date information  comparing system criteria, performance data, timescales, lead in times, capacity, construction time,  sequencing issues, limitations, and benefits.

Therefore  it would be helpful if a forum  for discussion and experience exchange was set up.

8. DEMONSTRATING THE BENEFITS OF MMC

There is still a large amount of skepticism about the  need to go very far down the line with MMC. This is  reflected in the acceptance of the desirability of  maintaining or indeed enhancing the pool of traditional  craft skills throughout the UK.

A balanced view is that there is a demonstrable need  for the wider use of MMC which is recognized by both  industry and government.  The best way for clients  and the public generally to  become more confident and knowledgeable about the  quality of design achievable through MMC is to see it  demonstrated.

9. FINANCIAL INCENTIVES

There is no doubt that spreading the burden of  investment through the life of a project helps to ensure  a higher standard of specification and hence quality. In  the Netherlands, a ‘ Green Financing’   system has been  developed by the Dutch government that provides  favorable loan finance when certain sustainable  standards are reached. In the UK, the Gallions HA  has  pioneered  a study of this, based on a scheme in  Thamesmead, ‘ the Ecopark project’.

Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
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How Prince2 Is the Ticket for Success for German Manufacturing Company Scheidt & Bachmann Gmbh

Image 3.1 PRINCE2 Best practice award for the best German PRINCE2 project 2014 - presented by BPUG.

AXELOS, the owner of the Global Best Practice Portfolio, has profiled an award-winning PRINCE2 ® project in its latest case study.   Scheidt & Bachmann GmbH, the global solutions provider, describe how PRINCE2 – the world’s most popular project management methodology – helped them design and develop the hardware and software required for a new type of ticket machine for the German rail company Bayerische Oberlandbahn – and manufacture and install 64 of the new machines to a challenging deadline.  

Originally a mechanical engineering company, Scheidt & Bachmann was established in 1872 and remains a family owned company. With 24 subsidiaries and more than 2,600 employees worldwide, Scheidt & Bachmann now provides technology solutions across a number of sectors. The fare collection systems division was created in 1978 and is a global leader in fare collection technology.

The award-winning project was centred around a new German rail infrastructure – the Meridian Line – that would open in December 2013 and be operated by Bayerische Oberlandbahn. Scheidt & Bachmann received an order in March 2013 to supply and install new ticket machines for the Meridian Line by 14 December 2013, the non-negotiable date for new stations to be operational. This posed a challenge to deliver a new customer-specific model of ticket machine in time. The project required new hardware design and the production of a prototype device for customer approval, as well as significant software development.

Mike Acaster, PPM portfolio manager for AXELOS said: “This is a fantastic example of PRINCE2 being used to ensure that a complex and demanding project is delivered as effectively as possible. Among the benefits of using PRINCE2, Scheidt & Bachmann found that applying PRINCE2 principles and processes increased common understanding and simplified decision making where differing priorities were involved.

“The use of PRINCE2 improved delivery and customer satisfaction in a project that, from the start, had challenging and immoveable deadline dates while introducing technical innovation.”

Figure-3-1-Meridian-project-stages

Daniel Weber, head of technical project management at Scheidt & Bachmann said: “PRINCE2 provided the perfect management approach for a project of this sort. Without an effective project management approach in place this delivery would have been extremely challenging. There were many complex requirements that needed to be successfully met in a very short timeframe, without any room for error. In the end, we delivered an excellent result for Bayerische Oberlandbahn – and have produced a new product which we are already marketing to other customers.”

Jürgen Kindler, project manager for Bayerische Oberlandbahn said: “Due to Scheidt & Bachmann’s effort and determination we were able to complete the project successfully within the time frame. Problems were communicated openly and solved quickly, which has greatly contributed to its success.  

The full case study can be found on the AXELOS website: https://www.axelos.com/case-studies-and-white-papers/use-of-prince2-by-scheidt-bachmann-gmbh

Project Journal  staff were  not involved in the creation of this content.

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