Study – Page 2 – Godinterest

March 31, 2016July 1, 2022

Professor Pavel Matousek – Laser Man

Using micro-SORS for non-destructive analysis of painted layers in Art

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

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

STFC science writer James Doherty meets the Laser Man.

Pavel, what first got you interested in physics?

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

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

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

So what is Raman Spectroscopy?

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

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

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

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

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

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

What kind of applications?

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

Insight100 (Cobalt Lights Systems Ltd) scanner for noninvasive analysis of bottles at airports.

Using micro-SORS for non-destructive analysis of painted layers in Art

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

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

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

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

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

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

How did STFC help with this process?

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

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

What are you working on currently?

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

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

How will the medical applications benefit patients?

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

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

Why do you do this research?

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

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

March 29, 2016July 1, 2022

33 of the Most Inspirational Leadership Quotes for You to Live By

We’ve all seen quotes designed to motivate or inspire us. Well, according to a new study, people who post these ‘inspirational’ quotes also have lower levels of intelligence. However, Godinterest disagrees, and see’s some quotes as universal nuggets of wisdom. You know the ones – those quotes that give you “Aha!” moments of inspiration or meaningful insights into your personal and professional lives. These are the ones you want to print out and place on your fridge so you’ll see them every day.

This collection of inspirational quotes features some of the all-time classics you may know, as well as some lesser-known ones you’ll love too. If you have any quotes you would have added, feel free to share in the comments section!

“The reason most people never reach their goals is that they don’t define them, or ever seriously consider them as believable or achievable.” – Denis Watley
“Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.” – Stephen A. Brennan
“Without goals, and plans to reach them, you are like a ship that has set sail with no destination.” – Fitzhugh Dodson
“Goals are dreams with deadlines.” – Diana Scharf Hunt
“You must have long-term goals to keep you from being frustrated by short-term failures.” – Charles C. Noble
“Crystallize your goals. Make a plan for achieving them and set yourself a deadline. Then, with supreme confidence, determination, and disregard for obstacles and other people’s criticisms, carry out your plan.” – Paul Meyer
“The tragedy of life doesn’t lie in not reaching your goal. The tragedy lies in having no goals to reach.” – Benjamin Mays
“Progress has little to do with speed, but much to do with direction.” – Unknown
“The world makes way for the man who knows where he is going.” – Ralph Waldo Emerson
“Goals help focus you on areas in both your personal and professional life that are important and meaningful, rather than being guided by what other people want you to be, do, or accomplish.” – Catherine Pulsifer
“What you get by achieving your goals is not as important as what you become by achieving your goals.” – Zig Ziglar
“It doesn’t matter where you are coming from. All that matters is where you are going.” – Brian Tracy
“The true measure of a man is not how he behaves in moments of comfort and convenience but how he stands at times of controversy and challenges.” – Martin Luther King Jr.
“It’s not the load that breaks you down, it’s the way you carry it.” – Horne, Lena
“Difficulties are meant to rouse, not discourage. The human spirit is to grow strong by conflict.” – William E. Channing
“Nothing is particularly hard if you divide it into small jobs.” – Henry Ford
“It’s not whether you get knocked down. It’s whether you get up again.” – Vince Lombardi
“You must do the thing you think you cannot do.” E- Eleanor Roosevelt
“Motivation is what gets you started. Habit is what keeps you going.” – Jim Ryun
“Strong lives are motivated by dynamic purposes.” – Kenneth Hildebrand
“People who are unable to motivate themselves must be content with mediocrity, no matter how impressive their other talents.” – Andrew Carnegie
“Be miserable. Or motivate yourself. Whatever has to be done, it’s always your choice.” – Wayne Dyer
“The surest way not to fail is to be determined to succeed.” – Richard B. Sheridan
“A determined person will do more with a pen and paper than a lazy person will accomplish with a personal computer.” – Catherine Pulsifer
“There is no chance, no destiny, no fate, that can hinder or control the firm resolve of a determined soul.” – Ella Wheeler Wilcox
“It was courage, faith, endurance and a dogged determination to surmount all obstacles that built this bridge.” – John J. Watson
“Failure will never overtake me if my determination to succeed is strong enough.” – Og Mandino
“You’ve got to get up every morning with determination if you’re going to go to bed with satisfaction.” – George Lorimer
“We will either find a way or make one!” – Hannibal
“That some achieve great success, is proof to all that others can achieve it as well.” – Unknown
“Do not let what you cannot do interfere with what you can do.” – John Wooden
“Success seems to be largely a matter of hanging on after others have let go.” – William Feather
“Success is the sum of small efforts, repeated day in and day out.” – Robert Collier

March 16, 2016July 1, 2022

15 Shocking Project Management Statistics

The project management landscape is changing with an increased emphasis on productivity, reporting, and information technology. A number of studies have been completed that look into the success and failure rates of projects.

Below are 15 shocking statistics that reveal how project management has changed and is performing across various industries over the last 5 years.

There is projected to be 15.7 million new project management roles to be added globally across seven project-intensive industries by 2020 reaching an economic impact of over $18 trillion, across seven project-intensive industries including Manufacturing, Finance & Insurance, Information Services, Utilities, Business Services, Oil & Gas and Construction (Project Management Institute)
75% of IT executives believe their projects are “doomed from the start. (Geneca)
The healthcare industry is projected to increase project management roles by 30%, a higher growth rate than any current project intensive industry between 2010 and 2020. (Project Management Institute)
A third of all projects were successfully completed on time and on budget over the past year. (Standish Group)
80% of “high-performing” projects are led by a certified project manager. (PricewaterhouseCoopers, Insights and Trends: Current Programme and Project Management Practices 2012)
One in six IT projects have an average cost overrun of 200%. (Harvard Business Review 2004)
44% of project managers use no software, even though PWC found that the use of commercially available PM software increases performance and satisfaction. (Pricewaterhouse Coopers)
More than 90% of organizations perform some type of project postmortem or closeout retrospective. (The Standish Group: CHAOS Research Report 2013)
On average, it takes 7 years in the profession to go from entry-level to managing large, complex projects. (ESI International: Annual Salary Survey 2013)
The average large IT project runs 45% over budget, 7% over time, and delivers 56% less value than expected. (Project Management Institute: Pulse of the Profession 2015)
Only 64% of projects meet their goals. (Project Management Institute: Pulse of the Profession 2015)
60% of companies don’t measure ROI on projects. (KPMG New Zealand: Project Management Survey 2010)
The United States economy loses $50-$150 billion per year due to failed IT projects. (Gallup Business Review)
In just a 12 month period 49% of organizations had suffered a recent project failure. In the same period only 2% of organizations reported that all of their projects achieved the desired benefits. 86% of organizations reported a shortfall of at least 25% of targeted benefits across their portfolio of projects and many organizations failed to measure benefits so they are unaware of their true status in terms of benefits realization. (KPMG – Global IT Project Management Survey 2005)
According to an IBM study, only 40% of projects meet schedule, budget and quality goals. (Harvard Business Review 2004)

If you have any other project management statistics please share them with us.

March 3, 2016December 6, 2022

Fighting Gender Discrimination in The High-Tech World

New research suggests that tech-savvy women might face gender discrimination in jobs at high-tech firms, partly due to mismanaged projects.

It shows gender discrimination is still as prevalent in the UK as it was 20 years ago, and comes as International Women’s Day will be celebrated this week on March 8, for the 103rd year.

The book “The Recruitment, Retention and Advancement of Technical Women: Breaking Barriers to Cultural Change in Corporations” by the Anita Borg Institute for Women and Technology, a Palo Alto-based nonprofit organization focusing on the role of women at high-tech firms.

“More than a Quarter of Women Have Experienced Some Form of Gender Discrimination in the Workplace, a New Study Shows.”

Tech firms typically rely on a “hero mindset” to save poorly organised runaway coding projects. As a result, employees with family responsibilities (generally considered to be women) are left out, the report said.

The Research Also Suggests out of 1,500 Office Workers in the Uk, 26% of Women Felt That Having Children Held Them Back in Their Career

The research also suggests that there is evidence of bias against women in recruitment and job assignment in places where high-tech corporate cultures thrive on this “hero mindset” that “rewards a ‘last minute’ crunch where 24/7 work becomes necessary to ‘save’ a project.” However, these environments fail to acknowledge family responsibilities and flexibility needs, the report said.

This fly-by-the-seat-of-your-pants workday culture represents a pattern that’s grown mainly because an organization poorly defines project management and requirements.

For example, Silicon Valley’s sometimes frantic fire-fighting pace and in-your-face communication style produces many technical cultures that often “leave women feeling isolated and crushed,” notes the report.

The study also reflects what 59 senior business and tech managers — both men and women from companies like Cisco, Facebook, Goldman Sachs, Google, HP, IBM, Intel, Microsoft and Symantec — shared during a closed forum organized by the Anita Borg Institute. According to the report, it’s common in the high-tech world to find the modern equivalent of the “good old boys network” that tends to hire “people who are like them.”

Technical women these days are “still a rarity,” said Dr. Carolyn Simard, author of the report. She added that in the United States, women earn just 18 percent of computer science degrees in college. That figure is sharply down from the 37 percent observed in 1985. Yet technical demand is still expected to grow as much as 32 percent by 2018.

The Institute published a second report titled “Senior Technical Women: A Profile of Success,” which surveyed approximately 1,800 participants from seven unidentified high-tech firms in Silicon Valley.

It found that women now hold about four percent of the senior-level technical positions at high-tech firms and an estimated one-quarter of all tech jobs. On higher levels, women are more likely to end up in a managerial position compared to men (36.9 percent of women compared to 19 percent of men), who are more likely to hold “individual contributor positions” in technical coding jobs.

The second study also found that men and women in technical jobs value most of the same attributes for success, such as being analytical, questioning, risk-taking, collaborative, entrepreneurial, assertive, working long hours and being sociable.

Far more often than men, women generally have “primary responsibility for the household,” the study showed. However, senior-level tech women are much more likely to have a partner who holds primary responsibility for the household and children (23.5 percent of partnered senior women) compared to entry or mid-level women (13.4 percent). Senior-level tech women are also more likely than their male counterparts to forego a partner and children because they believe they might hinder their careers.

To improve work-life balance and stop any perceived gender bias against women in the high-tech world, the Anita Borg Institute is pushing a few ideas that will generate debate and controversy.

“The Equality Act 2010 Makes It Unlawful for an Employer to Discriminate Against Employees Because of Their Gender.”

One recommendation suggests that because there is evidence that women are eliminated in the hiring process at the resume review level, companies might consider “that all women candidates should at least get an interview.”

With backing from firms like HP, Google, Facebook, Intel and Intuit, the Anita Borg Institute even suggested that it might be possible to create a software tool designed to weed out any unconscious bias against hiring or promoting women in the tech world.

This “software tool for detecting bias” was proposed at the Institute’s forum. It can use language recognition to zero in on everything from performance evaluations to letters of recommendation that exhibit gender bias. An online tool like this can be found at Harvard’s Project Implicit.

“We envision building on such research to create a system where specific language can be fed and analyzed for the existence of bias,” the report said. “Using machine learning and text analysis methods would help organizations and individuals address the existence of bias before the damaging language is formally used in recommendations or evaluations.”

Additionally, the software would be a “high-impact diagnostic tool for calibrating organizations with regard to hiring and promotion decisions.”

November 2, 2015July 1, 2022

13 Basic Facts You Should Know about Modular Homes

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

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

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

1. Benefits of Construction

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

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

2. Differences Between Modular and Site Built

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

3. Difference Between Modular and Manufactured

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

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

4, Advantages of Modular Construction Over Site Built

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

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

5. Cutting-edge Designs

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

6. Customised Design and Modification

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

7. Huge Range of Selection

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

8. Rapid Customisation

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

9. Precise Budgeting and Timing

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

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

10. Improved Energy Efficiency

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

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

11. Design Modification is Easier

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

12. On Time and on Budget

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

13. Appreciate in Value

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

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

Modular Home Facts

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

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

October 24, 2015July 1, 2022

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.

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.

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.

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.

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.

October 20, 2015July 1, 2022

The Hard Side of Change Management

Change management is an approach to transition individuals, teams, and organisations to a desired future state. For over three decades, academics, managers, and consultants, realising that transforming organisations is difficult, have avoided the subject.

My Way or the Highway

Major organisational change is profoundly difficult because the structure, culture, and routines of companies often reflect’s persistent and difficult-to-remove ways of working, which are resistant to radical change even as the environment of organisations change.

What started out as a financial buzzword in the early nineties has become fundamental business practice, with executives recognising the need to keep abreast with the competition in a rapidly developing corporate new world.

Navigating change

Globalisation and the constant innovation of technology result in a constantly evolving business environment. There is an ever-increasing need for Change Management Lead’s / Senior Managers who can help organisations successfully navigate change in today’s business environments. The focus of this movement to date has been on how to partner with organisations to define education, training and communication platforms that help to support the change initiatives and concerns of company employees. The critical aspect is a company’s ability to win the buy-in of their organisation’s employees on the change initiative.

While a project team is important for success, a senior level advisor is invaluable and can work with an organisations leadership team to avoid common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource as follows:

1. Defining A Strategy

Executives should start by asking themselves what exactly needs changing and why? Organisational change directly affects all departments from entry level employees to senior management and must be aligned to a companies strategy. Too many programs are heavy on the jargon and light on the substance. Executives are often sold on an idea only to realise as the change initiative begins that they need a different outcome, tool or process to be successful.

In this situation the strategy for change needs to be re-aligned with the organisation and its goals.

An outside senior advisor with a unique perspective of the organisation will play an important role in helping an executive to explore and shape the strategy they are defining and highlight whether it will truly create the outcomes they desire. This upfront partnership can save money on the back end of a project, by avoiding costly re-scoping of initiatives.This relationship between senior advisor and executive should therefore begin as early as possible in the process.

2. Coalition Building

Its important to give people multiple opportunities to share concerns, ask questions, and offer ideas and to make following up with answers and updates a top priority. Executives must reach out across their functional work streams to build a large cohesive team to support the project once the correct strategy has been set and the urgency for the project has been established. A good senior advisor will be able to guide an executive though these interactions.

As a senior change management professional, it is important that you help leaders of the organisation craft the correct message. While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around the initiative and help to navigate the strategic and political interests in linking the change to the interest of multiple team members.

The more people are involved in the process, the fewer will be acting as internal saboteurs.

Communication Is Key to Successful Change Management

3. Communication

Don’t confuse process visioning, planning and endless powerpoint presentations with communication.

Change is uncomfortable, and adapting to change is messy. A Gantt chart can not capture the hard side of change management. Why? Because tasks are easy to list, but behaviour and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organisation and group.

The importance of communication within an organisation around the change cannot be underestimated. Executives often fall short on communication in two main areas, not communicating the right message and not communicating it frequently enough across an organisation. It is often thought that everyone else in the organisation is on board and understands the change, however, the reality for an executive is not the reality for another worker who may have lost a job because of a well intended change initiative. A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.

Quantity Is Fine, but Quality and Consistency Are Crucial

4. Share Relevant Information Quickly

Most CEOs and managers are quoted as saying, “You can’t communicate too much,” Part of the communication will be the support the urgency in messaging. “My way or the highway” is often used, but is not an effective communication strategy. Senior Advisors can work with executives to tailor their message to each area of the organisation in order to define content that is important to them.

A study by Towers Watson shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organisational decisions. Below the senior management level, the message dwindles further to (53%) of middle managers and 40% of first-line supervisors understanding reasons behind major organisational change.

The forwarding and cascading of information does not work as consistent communication around the change will be necessary at all levels of the organisation using a variety of communication pathways and vehicles. As a trusted advisor it is important to encourage executives to lead by example in both their messaging and communication of the change agenda.

Only 25% of Change Management Initiatives Are Successful over the Long Term

Maintaining The Change

Many leaders and managers underestimate the length of time required by a change cycle. It is paramount that as the change effort reaches its completion that leaders of the change recognise that the process does not end there. The role of a Senior Advisor will be to guide them to the idea that work must be undertaken to maintain the change over time. Maintaining change does not mean that an executive must own the initiative forever, just that they take the necessary steps to ensure that change has a lasting impact by integrating the change into the corporate culture and measuring the benefits and highlighting areas for future improvements.

The outside unbiased view is that a Change Management Lead is crucial to the success of a change management program.

This article provides food for thought rather than counsel specifically designed to meet the needs of your organisation or situation. Please use it mindfully.