Most of us have grown up with many popular fairy tales told to us as children. The legendary story “Little Red Riding Hood” In most versions (although definitely not all of them) there is one common theme: a wolf attacks a young woman through deception. Like parables, such stories are never intended to convey meaning in every detail. Yet, much of it may draw, even in unsuspecting ways, the reader to precepts or principles pertinent to circumstances behind the story. Such is the following on Little Red Riding Hood.
There is actually a lesson in that theme for God’s people today.
1. The Church. Satan’s wolves do more than disguise themselves as Granny. As Paul warned, they often present themselves as “ministers of righteousness” (2 Corinthians 11:15). Beware of false prophets, which come to you in sheeps clothing, but inwardly they are ravening wolves.
“That’s a lie!” said the wolf. “You won’t die!”
2. The Law. One of the most common deceptions by these types of wolves is the claim that the law was done away with. Using selective sections of the apostle Paul’s writings, these wolves deceive people into crying, “Oh, what freedom you have!”
This was the very same tactic that Satan employed in the Garden of Eden.
3. False prophets. While these people appear to be godly—they come in sheep’s clothing—Christ said that inwardly they were “ravenous wolves” (Matthew 7:15). These are people who claim to be children of God—but who don’t teach and live the word.
Another Fake Jesus Christ was recently arrested and remanded in Uganda on Thursday, November 9th, for belonging and managing an unlawful society by the Magistrate’s court. According to a report by Uganda’s Newspaper, Daily Monitor, the accused claimed not to be under any authority including the police, local council administration or the president of Uganda. The man purporting to be Jesus was arraigned in court alongside his three followers who preferred to be identified with their alias names.
“Who’s afraid of the big bad wolf?”
4. The world. Wake up from your Slumber. Frequently in Scripture believers are exhorted to wake up, to be revived, and they are warned of the dangers of spiritual sleep. Christ warned us “Go your way; behold, I send you out as lambs among wolves” (Luke 10:3). The world is under the sway of Satan.
As a believer in Jesus, we are promised a new life covered under the protection of God in which NOTHING can separate us from His love. Rest knowing that no matter what hardship you face, God is your provider and protector! Be strong and courageous. Do not be afraid or terrified because of the wolf, for the LORD your God goes with you; he will never leave you nor forsake you.”
5. Wealth. These wolves say, “all this I will give you if you will bow down and worship me.” Christ warned of the “deceitfulness of riches” (Matthew 13:22; Mark 4:19). Your response should be“Away from me, Satan! For it is written: ‘Worship the Lord your God, and serve him only.’
Do not lay up for yourselves treasures on earth, where moth and rust destroy and where thieves break in and steal, but lay up for yourselves treasures in heaven, where neither moth nor rust destroys and where thieves do not break in and steal. For where your treasure is, there your heart will be also.
“There was something wolfish about them?”
6. Marriage How many times have we heard the story of the little red riding hood (aka Christian Sister or Brother) who fell in love with a big bad Wolf?‘It wasn’t beauty, it was the beast, she or he says in regret. Being equally yoked is not meant to inhibit our dating lives. Rather, it is a command designed for protection and honor. Being unequally yoked is more dangerous than you think – and waiting for someone with whom you share the same spiritual heritage is far more rewarding than many believe.
Hey, Little Red Riding Hood, where are you going, so alone, so”¦ alone?
7. Relationship. Without Jesus, you can do nothing. An intimate relationship with God is required. That means fellowship with God daily. The big bad wolf was disguised to trick little red riding hood, but the wolf could not mislead her because Little red riding hood knew her grandmother intimately. “My sheep listen to my voice; I know them, and they follow me. – John 10:27”
“You can huff and puff but I will not worship you!”
8. Worship. Shadrach, Meshach, and Abednego answered King Nebuchadnezzar, “We don’t need to answer your last question. If our God, whom we honor, can save us from a blazing furnace and from your power, he will, Your Majesty. Nebuchadnezzar was so filled with anger toward Shadrach, Meshach, and Abednego that his face turned red and he ordered that the furnace should be heated seven times hotter than normal. However, God commissions His angels to save His chosen ones from calamity, to guard them against “the pestilence that walketh in darkness” and “the destruction that wasteth at noonday.”
These eight types (or packs, if you will) of “wolves” have plagued Christ’s followers throughout history.
These are just a few of the tricks and deceptions that are used by Satan and his wolves. Some wolves are masters of deception and disguise. They talk like Christians. They use the Bible. They seem like nice people. They are so loving! But they will draw you in to eat you for dinner!
God’s people must learn the lesson of Little Red Riding Hood. Let’s never allow ourselves to fall prey to the Satan’s deceptions.
Inside a railway arch in Brixton, a piece of history was brought back to life. First built in 1928 by Captain Richards & A.H. Reffell, Eric is one of the UK’s first robots. Eric’s design was relatively simple. He was automated, but the interesting thing about Eric is how much extra stuff people read into him. Ingenious electrical instruments enabled Eric to hear questions and answer in a human voice.
On September 28 1928 Eric stood up at the Royal Horticultural Hall, bowed, looked right and left and moved his hands as he proceeded to give an opening address as sparks flashed from his teeth.
The New York Press described Eric as the “perfect man,“ built less than a decade after the word robot was used for the first time, Eric toured the world with his makers but then vanished, seemingly forever.
Nobody knows if the robot was thrown out, or lost, but it’s apparent that Eric once lauded for his technical prowess became an early victim of technological obsolescence. He may have no longer been needed or wanted even though he may have still been in working order.
In May 2016, over 800 Kickstarters investors campaigned to bring Eric back to life. Roboticist and artist Giles Walker created a replica of Eric using just a handful of archived news cuttings, pictures, and video. The robot is built with the same finesse as modern robots but purposefully lacks their capabilities. Eric is controlled by a pre-programmed sequence, using software similar to that used for controlling lights in theatres.
By resurrecting Eric, Russell and Walker want to make people reevaluate the place of robots within our history and society at large.
Commissioned by the Science Museum and funded through a successful £51,000 Kickstarter campaign, Eric is on display at the South Kensington museum ahead of a Robots exhibition in 2017 and will thereafter tour the world just like he did more than 90 years ago.
The new exhibition will feature more than 100 robots, from a 16th-century mechanical monk to robots from science fiction and modern-day research labs.
In whose image are robots made?
According to Russell, Curator, London Science Museum the answer seems to be “ourselves.”
Robots are almost like mirrors, they reflect back on ourselves, tell us who we are Ben Russell, Curator, London Science Museum
As research into artificial intelligence continues, we will continue on the path of making artificial intelligence (AI) in our image. But can Christian thought provide an alternative approach to how robots are made?
The original Eric is a product of a time when an intelligent robot was still a far-off possibility. At the time, filmmakers and audiences treated these robots instrumentally; there was little sympathy for the robot dead.
Times, however, have changed. Christopher Orr, writing in The Atlantic, notes that there is a major philosophical shift in the newest version of Westworld: A shift from concern for the creators, made of flesh and blood, to concern for the created, made of steel and silicon.
Are you stuck working with a project manager who is manipulative and dishonest? If you are, you’re not alone!
Today’s workplace is a cut-throat environment with everyone trying to get ahead in some way, shape, or form. It’s no surprise that there are malicious, sneaky project managers who will do anything to get a leg up to succeed or survive, even if it means throwing you under the bus. Like a clever politician, these project managers keep their desires hidden, but underneath a friendly and charming exterior is a highly destructive individual whose goals are power and control. Pretending to pursue the greater good, he or she adopts the mantra of “company first” with a fervency that inspires admiration and respect, and most people accept his or hers claims of a selfless pursuit of noble causes.
Regardless of your industry, profession, experience level or company, these manipulative people exist and, if given the right opportunity, they can ruin your reputation and career prospects. They’ll tell you that the entire team hates you, thinks you’re arrogant, stupid, or incompetent, and attempt to manipulate you into believing that their opinions are objective facts. A study published in the Journal of Applied Psychology called it “social undermining” and “bottom line mentality.”
“According to a recent survey, roughly 90% of folks who read this post are presently working with at least one person who, mentally, would be described as a manipulator”.
Proving yourself in a new organization is hard enough. When someone manipulates and lies about you, it can hurt your relationships, your reputation, and your career. Luckily, Project Journal has 3 tips for effectively dealing with this workplace danger.
1. Don’t Ignore Your Gut
I should’ve seen it coming. Unfortunately, there isn’t a clear-cut answer to the question “Friend or foe.” If you find yourself putting up your guard around a co-worker, you might wonder if you’re imagining things and being paranoid? Well, maybe you are, but under no circumstances should you ignore your feeling. From experience, this is often the very first sign of trouble. Weak leaders sometimes resort to emotional deceit as a weapon for getting things done. Try to consider facts objectively. Manipulation is normally felt, rather than heard or seen, so you must listen to your gut.
What makes you mistrust this person? Do they constantly gossip? If so, be careful as those who gossip to you, will probably be doing the same about you too and like Mom always said, “If you don’t have anything nice to say, don’t say anything at all.” Plus, you don’t want to get caught up in the drama when people find out about this control freak’s gossiping.
Trust that you will be thrown under the bus when “stuff” hits the fan. If you’re still unsure, you should run their behaviour by objective people you trust. As trust is built on the foundations of a good relationship, instead of basing trust on someone’s words, observe their deeds.
2. Dealing with a Bad Apple
There’s a lot to be said for the old saying, “One bad apple can spoil the whole barrel.” Not only is that true for fruit, but it holds a lot of merit in the work environment. Rude behavior is contagious. Toxic manipulative employees have an unhealthy ripple effect that harms co-workers, managers, and subordinates alike. They lack positive personality traits, such as genuine concern for others, a generous and understanding nature, a desire to teach and encourage, a desire to have straightforward dealings with others. They dwell in a very dark place lit only by their own ambition.
“It takes just one malicious employee among the ranks to wreak havoc on your team’s culture.”
Healthy human interactions are not dominated by manipulation. If you feel you can’t trust them, don’t. Manipulators do not communicate openly. Instead, they resort to flattery or play the victim to gain your trust and sympathy. Through artful, indirect and devious methods, they influence and control others and have a fair amount of social support, most likely because no one wants to be on their bad side. But that doesn’t mean their behavior isn’t harmful.
Your priority in this situation must be to protect your professional standing. Begin documenting every instance of destructive behavior and take it to a higher authority. When a co-worker starts manipulating you and ignoring the behavior doesn’t work, distance yourself, if possible and keep all correspondences. When colleagues try to sabotage you, they might tell you lies to cause you to make mistakes. The more you cover yourself, the less you have to worry about. Change your passwords, shut down your computer when you leave your desk, and keep sensitive documents under lock and key. Remember to “choose your words carefully when sending emails so that things you write can’t come back to bite you. Unfortunately, if you lose your cool, you will be in danger of looking undignified.”
“When you know what a man wants you know who he is, and how to move him.”
’- George R.R. Martin, A Storm of Swords
It can be tempting to excuse the antagonistic worker who seems zealous about his job, but clearly, those employees may be undermining the entire workforce. Being direct lets the other person know you’re aware of their manipulative behavior, and in some cases, that may be enough to nip it in the bud. If you stay out of their world of negativity, you will be a much more difficult target for their manipulation.
3. Counteracting Sabotage
Manipulators are blind to the serious defects in their character, but keenly aware of the slightest weakness or imperfection in others. They are judgmental, suspicious, demanding and calculating, all negative personality characteristics. Even their outward charm is cold and calculated. Before you can deal with the situation, you need to understand the impact.
Is it a small lie with little effect? Is it a big lie that requires damage control or even legal action? Consider how others might view the situation. Although it may be difficult, the best choice might be simply to move on as the people who make it in the long-term are the ones who are honest, hardworking and able to maintain their professionalism.
“According to a recent Wall Street Journal article, workplace sabotage is on the rise in this difficult economy.”
If you choose to directly address the situation. It is critical to use neutral language and tone of voice. Do not stoop to their level, it is important to keep your integrity. Consider having witnesses to your conversation so it’s not your word against theirs.
Your final action can be accepting an apology and moving on, or it can be reporting the lie to a higher authority. In extreme cases, it can be making a formal complaint or hiring an attorney. It’s smart to search for job postings, even when you have no intention to quit. Obviously, you don’t want to let one bad apple lead to your resignation but, if nothing else, knowing you have options can help you feel more empowered and in control of the situation.
Other signs sabotage may be in the works: You don’t receive a promotion or responsibilities you logically should have gotten; cold or averse behavior from management that is (seemingly) out of nowhere; sudden and unexplained alienation by individual co-workers or even entire cliques; or unwarranted and continuous kind behavior from someone that was formerly aloof, ambivalent or even aggressive.
Manipulative behavior is widespread, but fortunately, it doesn’t exist everywhere. Do you have manipulative co-workers? How do you dodge their requests and still manage to pave a successful career path? Tell us what you think?
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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
Britain’s Second demountable multistorey housing development
Britain’s Second demountable multistorey housing development
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.
Need help figuring out what to ask candidates during the interview?
You can bet that most candidates are well-versed in how to answer standard interview questions like, “What’s your greatest strength? Weakness?” or “Why should I hire you?” or even “Where do you see yourself in five years?”
Because questions like these are so often used to gauge a candidates potential to perform well in a particular sector, answers are usually very scripted, insincere, and most cases tailored to what you’re looking for in a candidate. And, unfortunately, that doesn’t tell you a whole lot.
The best candidates are like axles: If you want to route out the good candidates from the mediocre ones, you’ll need to spark a more authentic and revealing discussion.
How? the answer is simple, ask better questions!
“Why are you here?”
“What’s your definition of hard work?”
“Tell me a little bit about your career path, how did you move into this field?”
“How do you take advantage of your strengths? How do you compensate for your weaknesses?”
“What’s the one accomplishment you’re most proud of? Why?”
“Describe one of your most challenging jobs? Why was it challenging and how did you pull the job through it?”
“Tell me about the kinds of performance metrics you use to see if the job is on track?”
“Tell me about a time when you encountered a serious conflict and how you dealt with it.”
“How do you handle a situation where the client does not want to surface and address Risk?”
“How do you make decisions?”
“How do you deal with client employees with low motivation or low skills?”
“What is motivating your job search?”
“What qualities in your co-workers bother you most? Do you appreciate most?”
“If I were to ask your current boss what your greatest strength is, what would he or she tell me?”
“What types of jobs don’t you want to work on?”
“Tell me about a work incident in which you were totally honest, despite a potential risk or downside?”
“What will make you love coming to work here every day?
“If you were limited to just one person to get advice and help from, which person would you choose? Why?”
“What’s your greatest fear about this opportunity?”
“Tell me about a time you screwed up?”
“Was there a time you thought the program was going “too fast?” What happened?”
“Describe a time when you were asked to do something you weren’t trained to do. How did you handle it?”
“What would you do if management made a decision you didn’t agree with?”
“What changes have you made in working with others to be more effective at work?”
“If you had only one word to describe yourself, what would it be?”
“What is there about this opportunity that most excites you?”
“Describe the boss who would get the very best work from you?”
“What can you tell me about this job that isn’t in the description?”
“Is there any question I haven’t asked you that I should?”
What do you think are the most revealing interview questions to ask job candidates? Share in the comments!
The Nigerian construction industry is mostly concerned with the development and provision of projects such as roads, bridges, railways, residential and commercial real estates, and the maintenance necessary for the socio-economic developments contributes immensely to the Nigerian economic growth (Bureau of Statistics, 2015). Butcher and demmers (2003) described projects as an idea which begins and ends by filling a need. However, a project fails when its idea ends without meeting the needs and expectations of its stakeholders.
Nigeria Has Become the World’s Junk – Yard of Abandoned and Failed Projects worth Billions of Naira!
Hanachor (2013), revealed that projects form part of the basis for assessing a country’s development. However, a damming report from the Abandoned Projects Audit Commission which was set up by the Ex-President Goodluck Jonathan in 2011 revealed that 11,886 federal government projects were abandoned in the past 40 years across Nigerian (Abimbola, 2012). This confirmed the assertion by Osemenan (1987) “that Nigeria has become the world’s junk –yard of abandoned and failed projects worth billions of naira”.
Abandoned projects including building and other civil engineering infrastructure development projects now litter the whole of Nigeria.
Physical projects do not only provide the means of making life more meaningful for members of the community where the projects are located, successful projects also result in empowerment and collective action towards self improvement (Hanachor, 2013).
This Issue of Abandonment Has Been Left Without Adequate Attention for Too Long, and Is Now Having a Multiplier Effect on the Construction Industry in Particular and the Nigeria’s National Economy as a Whole. (Kotngora, 1993)
PROJECT FAILURE
Project Failure might mean a different thing to different stakeholders. A project that seemed successful to one stakeholder may be a total failure to another (Toor and Ogunlana, 2008). Some stakeholders, more especially the project users and some private owners, think of failed projects as a situation where a completed building project collapsed, a situation where by a completed dam project stopped working after few days of completion, or a completed road project that broke down after few months of completion. Other experienced stakeholders, such as engineers and architects conform to the iron triangle by Atkinson (1999) which states that the most strategically important measures of project failure are “time overrun”, “cost overrun”, and “poor quality”.
Turner (1993) noted that a project fails when the project specifications are not delivered within budget and on time;the project fails to achieve its stated business purpose; the project did not meet the pre-stated objectives; the project fails to satisfy the needs of the project team and supporters; and the project fails to satisfy the need of the users and other stakeholders. Lim and Mohamed (1999) cited in Toor and Ogunlana (2009) clarified that there are two possible view points to project failure namely; the macro-level and the micro-level. They further explained that the macro view point reviews if the original objectives and concepts of the project was met. Usually the end users and the project beneficiaries are the ones looking at the project failure from the macro view point, where as the project design team, the consultants, contractors, and suppliers review projects from a micro view point focusing on time of delivery, budget, and poor quality.
In the early 1990s, the failure as well as the success of any project was determined by the project duration, monetary cost, and the performance of the project (Idrus, Sodangi, and Husin, 2011). Belout and Gauvrean (2004), also confirmed that the project management triangle based on schedule, cost, and technical performance is the most useful in determining the failure of a project. Moreover, a project is considered as an achievement of specific objectives, which involves series of activities and tasks which consume resources, are completed within specifications, and have a definite start and end time (Muns and Bjeirmi 1996, cited in Toor and Ogunlana, 2009). Reiss (1993) in his suggestion stated that a project is a human activity that achieves a clear objective against a time scale. Wright (1997) taking the view of clients, suggested that time and budget are the only two important parameters of a project which determines if a project is successful or failed. Nevertheless, many other writers such as Turner, Morris and Hough, wateridge, dewit, McCoy, Pinto and Slevin, saarinen and Ballantine all cited in Atkinson (1999), agreed that cost, time, and quality are all success as well as failure criteria of a project, and are not to be usedexclusively.
FACTORS OF PROJECT FAILURE
Cookie-Davies (2002) stated the difference between the success criteria and the failure factors. Hestated that failure factors are those which contributed towards the failure of a project while success criteria are the measures by which the failure of a project will be judged. The factors constituting the failure criteria are commonly referred to as the key performance indicators (KPIs).
Timeand Cost Overrun
The time factor of project failure cannot be discussed without mentioning cost. This is because the time spent on construction projects has a cost attached to it. Al-Khali and Al-Ghafly, (1999); Aibinu and Jagboro, (2002) confirmed that time overrun in construction projects do not only result in cost overrun and poor quality but also result in greater disputes, abandonment and protracted litigation by the project parties. Therefore, focus on reducing the Time overrun helps to reduce resource spent on heavy litigation processes in the construction industry (Phua and Rowlinson, 2003). Most times, the time overrun of a project does not allow resultant system and benefits of the project to be taking into consideration (Atkinson, 1999). Once a project exceeds the contract time, it does not matter anymore if the project was finally abandoned or completed at the same cost and quality specified on the original contract document, the project has failed. Furthermore, Assaf and Al-Hejji, (2006) noted that time overrun means loss of owner’s revenue due to unavailability of the commercial facilities on time, and contractors may also suffers from higher over heads, material and labour costs.
Poor quality/Technical Performance
The word “Performance” has a different meaning which depends on the context it is being used and it can also be referred to as quality. Performance can be generally defined as effectiveness (doing the right thing), and efficiency (doing it right) (Idrus and Sodangi, 2010). Based on this definition of performance, at the project level, it simply means that a completed project meets fulfilled the stakeholder requirements in the business case.
CAUSES OF PROJECT FAILURE
A lot of research studies have investigated the reasons for project failures, and why projects continue to be described as failing despite improved management. Odeh and Baltaineh, 2002; Arain andLaw, 2003; Abdul-Rahman et al., 2006; Sambasivan and Soon, 2007; all cited in Toor and Ogunlana, 2008, pointed out the major causes of project failures as Inadequate procurement method; poor funding and availability of resources; descripancies between design and construction; lack of project management practices; and communication lapses
The contract/procurement method
A result obtained from two construction projects which were done by the same contractor but using different procurement methods showed that rework, on the design part which occurs when the activities and materials order are different from those specified on the original contract document, makes it difficult for the project to finish on the expected time (Idrus, Sodangi, and Husin, 2011). This is as a result of non-collaboration and integration between the design team, contractor, and tier suppliers. The rework on the design portion has a huge impact on project failure leading to the time overrun. The traditional method of procurement has inadequate flexibility required to facilitate late changes to the project design once the design phase of the construction project has been concluded.
Nigerian most widely used procurement method is the traditional method of procurement (design-bid-construct) which has been confirmed to be less effective to successfully delivery of a construction project (Dim and Ezeabasili, 2015). And, the world bank country procurement assessment report (2000) cited in Anigbogu and Shwarka, (2011) reported that about 50% of projects in Nigeria are dead even before they commence because they were designed to fail.
The way the construction projects are contracted, in addition to the way the contracts are delivered, contributes to the causes of projects failure. Particularly, among the methods of project contracting is lump-sum or a fixed-price contracting method, in which the contractor agrees to deliver a construction project at a fixed price. The fixed-price contract can be low-bid or not however, once the contract cost has been agreed upon the contract award, it cannot be changed. And, contractors are expected to honor and deliver the contract agreement, failure to do so can result in a breach of contract which can result in the contractor being prosecuted.
Awarding a contract to an unqualified personnel also contributes to project failures. When a contractor places more emphasis on money and the mobilization fee after a construction project has been initiated instead of getting the right workforce and skilled professionals that will execute the project. Instead the workforce chosen will often not be base on competence and required skills rather it will be based on availability. Moreover, poor strategy and planning by contractors who have overloaded with work also contributed to one of the causes of project failure.
Poor funding/Budget Planning
A lot of public projects in the Nigerian construction industry failed as a result inadequate funding, and the difference between the national annual budget and the budget actual released. Most of the Nigerian public projects are signed even before the actual release of the national budget. The difference in budget of the contracted project and the actual budget release can get the contracted company stuck as a result of inflation of prices, scarcity of construction material at the time of the budget release and mobilization to site. Also un-planned scope of work which can be as a result of the contractor working on another contract when he is called back to mobilization to start work. Moreover, poor budget planning is a regular mistake made by some contractors by not undertaking feasibility assessments before starting the design. The construction project should be planned according to the available resources and not according to the unrealistic expectations a client has in mind.
Discrepancies Between the Design and Construction
Limited collaboration between the contractors, engineers, and the architect results in discrepancies between the project designs and construction on site, and further leads to rework. Changes on a project designs, and changing to the scope of work in the middle of construction processes on site can be dangerous, and can lead to time overrun, increase in cost, and most of all can lead to abandonment. Moreover, many cases have been seen where the designs from the architects are not buildable on site, whileIn some cases, most contractors are unable to adequately specify the scope of work for the construction processes on site. Therefore any default on the design by the architect can be an opportunity for the contractor to make more money which might cause the project duration to exceed the time specified on the contract document.
RESEARCH METHODOLOGY
This research starts with a general reasoning or theory which says that the major cases of project failure in the Nigerian construction industry are defined based on time overrun and cost overrun. The findings from the data analysis will help on the decision to accept the theory or not. The research data was collected from the progress report for the month ending of October, 2015 published by the Nigeria of Federal Ministry of works on thirty-nine on-going highway construction projects at the South-South geopolitical zone. The table 1 below shows the information on the data collected which comprises of the project title, contract Number, project description, the contractor that was awarded the projects, the date of project commencement, date of completion and the extended date if any. The scheduled time for each project was specified as follows: project commencement date labeled as “a”,project completion date labeled as “b”, and the extended date labeled as “c”.
Table 1: The analyzed data on the highway project at the South-South zone in Nigeria.
DATA ANALYSIS
The data analysis was done with the use of Microsoft excel. The analysis started by obtaining the number of days between the date of commencement of each project and the date of completion to show the duration of each highway project. And, the number of days between the project completion date and the extension date showed the time-overrun. The project duration and the extended days were obtained with the use of NETWORKDAYS function in Microsoft Excel which calculates the number of working days between two dates excluding weekends and any dates identified as holidays.
The standard deviation between the specified project duration for each highway projects and the extended days was calculated to obtain the extent to which each highway project contract failed on its time of delivery. This was denoted as the degree of failure. The table 1 above showed the projects ranking which was done based on the degree of failure of all the highway projects. The highway projects that were ranked from one to sixteen have low degree of failure and are represented with green color, while the rest are those with high degree of failure and are represented with red color.
FINDINGS
The findings made showed that the successfully completed highway projects have no extended days or time overrun, and the successful on-going highway projects are still on schedule and have no extended days unlike the on-going highway projects that have already failed as a result of the extended dates. Other projects have been abandoned because they have exceeded the delivery date as specified on the contract document, and have no extended date of completion. Thus, no work is going on.
Figure 1: Abundance of failed highway projects at south-south zone, Nigeria.Figure 2: On-going failed highway projects
Figure 2 above showed that 14% of highway projects are still on-going projects because they have not exceeded the original date of completion as specified on the contract document. However, they are heading towards failure because they have been given an extended date of completion which can be as a result of some critical activities running behind schedule, causing delay on the critical path network of the projects. Moreover, the other 86% completely failed because they have exceeded their completion date specified on the contract document.
Figure 3: Successful on-going highway projects
The figure 3 above showed that 63% of the successful highway projects are still on-going because they have not exceed their completion dates, and they are not yet completed. However, those on-going highway projects might end up as failed projects as a result of poor funding, discrepancy between the design and the construction on site, and conflict between the construction parties or stakeholders.
“Say what you will do, and do what you said” or “Say as you will do it, and do it as you said”
CONCLUSION AND RECOMMENDATION
The idea of knowing what a failed project is, the factors and the causes is very important in project management. Success in project management can neither be achieved nor measured without the knowledge of project failure, its factors, and causes in the Nigerian construction industries. This work has shown that project failure is as a result of exceeded time of delivery, cost overrun, and poor quality. However, the analysis was only done based on exceeded time of project delivery because of the nature of the data collected.
This work suggested a few approaches to help reduce the number of failed projects in the Nigerian construction industry if properly implemented. Firstly, Having good collaboration between the project stakeholders involved in a construction project at the early stage of project conception is most important in order to accomplish the project objectives, and deliver the project on time, within budget, and quality specified on the original contract document (Othman, 2006).
Secondly, Adopting the ISO 9000 technique which is used for quality management will also help in achieving a successful project delivery. This technique states “ say what you will do, and do what you said” or “say as you will do it, and do it as you said”. This technique is not an indication of high quality but it promotes control and consistency which leads to specialization, and improved productivity and quality. Also, adopting the principles of lean construction will help to reduce waste within the construction and stream-line activities in order to improve the on-time delivery of projects.
Thirdly, Learning from the precedent failed projects, how those projects failed, and the reason for their failures. This will help the project manager to plan and mitigate the risks of project failures in the future. And, finally, more seminars and workshops will help to educate and enlighten clients (the federal government representatives), users, contractors, engineers, and architects on what is project failure, the factors that contributes to abundant failed projects, and their causes.
REFERENCE
Abimbola, A. (Novermber 24, 2012). About 12,000 Federal Projects Abandoned across Nigeria. Premium times (November 16, 2015). Retrieved from www. Premium timesng.com/news/108450-about-12000-federal-projects-abandoned-across-nigeria.html.
Al-Khali, M.I and Al-Ghafly, M.A. (1999). Important Causes of Delays in Public Utility Projects in Saudi Arabia. Construction management and Economics, 17, 647-655
Aibinu, A.A and Jagboro, G.O. (2002). The Effects of Construction Delays on Project Delivery in Nigeria Construction Industry. International journal of Project management, 20(8), 593- 599.
Anigbogu, N. and Shwarka, M. (2011). Evaluation of Impact of the Public Procurement Reform Program on Combating Corruption Practices in Public Building Project Delivery in Nigeria. EnvirontechJournal, 1(2). 43-51.
Assaf, S. and Al-Hajji, S. (2006). Causes of Delays in large Construction Projects. International Journal of Project Management, 24, 349-357.
Atkinson , R. (1999). Project management: Cost, time, and quality, two best guesses and a Phenomenon, it’s time to accept other success criteria. International Journal of project Management, 17(6), 337-342.
Belout, A and Gauvrean, C. (2004). Factors Influencing the Project Success: The impact of human resource management. International Journal of project Management, 22, Pp. 1-11.
Butcher, N. and Demmers, L. (2003). Cost Estiumating Simplified. Retrieved from www.librisdesign.org.
Cookie-Davies, T. (2002). The Real Success Factors on Projects. International Journal of Project management, 20(3), 185-190.
Dim, N.U. and Ezeabasili, A.C.C (2015). Strategic Supply Chain Framework as an Effective Approach to Procurement of Public Construction Projects in Nigeria. International Journal of Management and Susutainability, 4(7), 163-172.
Hanachor, M. E. (2012). Community Development Projects Abandonment in Nigeria: Causes and Effects. Journal of Education and Practice, 3(6), 33-36.
Idrus, A., Sodangi, M., and Husin, M., H. (2011). Prioritizing project performance criteria within client perspective. Research Journal of Applied Science, Engineering and Technology, 3(10), 1142-1151.
Idrus, A. and Sodangi, M. (2010). Framework for evaluating quality performance of contractors in Nigeria. International Journal of Civil Environment and Engineering. 10(1), 34-39.
National Bureau of Statistics (January, 2015). Nigerian Construction Sector Summary Report: 2010-2012.
Kotangora, O. O. (1993). Project abandonment, Nigerian Tribune.
Osemenan, I. (1987). Project Abandonment. New Watch Magazine, Vol. 1, pp. 15.
Phua, F.T.T and Rowlinson, S. (2003). Cultural Differences as an Explanatory Variable for Adversarial Attitude in the Construction Industry: The case of HongKong. Construction Management and Economics, 21, 777-785.
Reiss, B. (1993). Project Management Demystified. London: E and FN Spon Publishers.
Toor, S. R. and Ogunlana, S. O. (2008).Problems causing Delay in Major Construction Projects in Thailand. Construction management and Economics, 26, 395-408.
Toor, S. R. and Ogunlana, S. O. (2008). Critical COMs of Success in Large-Scale Construction Projects: Evidence from Thailand constructuction industry. International Journal of Project management, 26(4), 420-430.
Toor, S. R. and Ogunlana, S. O. (2009).Beyound the “Iron Triangle”: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project management, doi: 10.1016/j.ijproman.2009.05.005.
Toor, R. and Ogunlana, S. (2009). Construction Innovation: Information, process, management. 9(2), PP. 149-167.
Turner, J. R. (1993). The Handbook of project-Based Management: Improving the process for achieving strategic objective. London, McGraw-Hill.
Wright, J., N. (1997). Time and Budget: The twin imperatives of a project Sponsor. International Journal of Project Management, 15(3), 181-186.
Being a both a Christian and a leader can be an emotional ride, with ups, downs, joy, and disappointment. Words have power and these inspiring and motivating quotes are guaranteed to challenge the way you think and perhaps even change the way you live.
We hope they resonate with you as much as they have with us. Sometimes a little piece of advice or wisdom from a brilliant mind can help you motor through even the most difficult of times.
I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. ’- Maya Angelou
It’s not the load that breaks you down, it’s the way you carry it. ’- Lou Holtz
What happened, happened, and it wouldn’t have happened any other way. Lewis Carroll
Choose a job that you like, and you will never have to work a day in your life. ’- Confucius
Fools give full vent to their rage, but the wise bring calm in the end. ’- Proverbs 29:11
Perfection is not attainable, but if we chase perfection we can catch excellence. —Vince Lombardi
Whatever the mind can conceive and believe, the mind can achieve. ’- Napoleon Hill
Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great. ’- Mark Twain
The function of leadership is to produce more leaders, not more followers. ’- Ralph Nader
As iron sharpens iron, so one person sharpens another. ’- Proverbs 27:17
If you cannot do great things, do small things in a great way. ’- Napoleon Hill
What is not started will never get finished. ’- Johann Wolfgang von Goethe
When you cease to dream, you cease to live. ’- Malcolm Forbes
Build your own dreams, or someone else will hire you to build theirs. ’- Farrah Gray
Your most unhappy customers are your greatest source of learning. ’- Unknown
Winners never quit, and quitters never win. ’- Vince Lombardi
Your time is limited, so don’t waste it living someone else’s life. ’- Unknown
Life is 10% what happens to me and 90% of how I react to it. —Charles Swindoll
The price of success is hard work, dedication to the job at hand and the determination that whether we win or lose, we have applied the best of ourselves to the task at hand. ’- Vince Lombardi
Speak your mind, even if your voice shakes. ’- Maggie Kuhn
It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently. ’- Warren Buffett
Remember no one can make you feel inferior without your consent. —Eleanor Roosevelt
When someone tells me “no,” it doesn’t mean I can’t do it, it simply means I can’t do it with them. ’- Karen E. Quinones Miller
If you want to lift yourself up, lift up someone else. —Booker T. Washington
You can’t build a reputation on what you are going to do. ’- Henry Ford
A person who never made a mistake never tried anything new. ’- Unknown
I am not a product of my circumstances. I am a product of my decisions. —Stephen Covey
Logic will get you from A to B. Imagination will take you everywhere. ’- Unknown
Remember that not getting what you want is sometimes a wonderful stroke of luck. ’- Unknown
I can’t change the direction of the wind, but I can adjust my sails to always reach my destination. —Jimmy Dean
If you’re offered a seat on a rocket ship, don’t ask what seat! Just get on. —Sheryl Sandberg. — Proverbs 15:1
A gentle answer turns away wrath, but a harsh word stirs up anger
Everything you’ve ever wanted is on the other side of fear. —George Addair
The most difficult thing is the decision to act, the rest is merely tenacity. —Amelia Earhart
A good name is more desirable than great riches; to be esteemed is better than silver or gold. — Proverbs 22:1
Bookmark this page and come back to it when you need some inspiration and motivation.
Times are changing, and so are the ways people work and collaborate. The idea of being a leader can be daunting.
When you consider the word “leader who and what comes to mind, perhaps your Pastor? The BBC show the Apprentice? Your manager? A colleague at work in another team perhaps or an individual who literally has “Project Leader” on a business card or email signature?
Well, it may not be part of your job title, and you may even struggle to find the words in your job description, nevertheless, the call to follow Christ is a call to leadership.
In the Oxford ditionary a project Is defined as “an individual or collaborative enterprise that is carefully planned to achieve a particular aim”
When you think “project”, you typically think about big things, such as:
Church building developments
Developing a new product
IT system integration
Writing a tender
But actually, many smaller activities can also be classed as a project, such as:
Creating and delivering an internal training course at church
Creating and sending a church e-newsletter
Creating new team processes
In fact, according to David Allen, pioneer of the productivity system Getting Things Done (GTD), a ‘project’ is any multi-step action. In other words, creating a new ad campaign, outreach planning, feeding the poor initiative, even buying a new car or making a 3-course dinner for your significant others are all differenttypes of daily projects you manage.
What does this mean for people not called project leaders?
Well, failing to realise this could mean that you are missing out on important lessons that the people with the ‘project leader’ label on their business cards know only too well.
If you approach your daily tasks and projects with the mindset, “I can do this in a structured, organized way,” then the outcome will substantially improve. Additionally, it may seem glaringly obvious, but someone needs to own a project, and not every church organisation or team has a certified project leader to call upon.
1. Change your approach
“Stake Your Claim That This Is Now a Project You‘re Managing”
Professional project leaders have formal training on the best way on approaching a project and use methodologies which take time to master. However, this just isn’t appropriate for people who are juggling the role of unofficial project leader alongside many other tasks.
Simply changing your mindset can make a difference in how you approach the work.
2. Create an action plan
“Make a List of the Actions It Will Take to Get You to the End Goal”
It’s very easy to jump straight in and get moving on a project. Spending time planning can seem like wasted time, but in fact, without good planning, you could be wasting your time and energy on things that just aren’t needed. In other words, skipping the planning phase of a project is a sure-fire way of encountering problems down the line. The basics of what you’ll need to establish include your project vision (or guiding light), what your project will deliver, the risks to the project as well as your budget, resources, and timescales and don’t forget to pray before you start. Prayer is the portal that brings the power of heaven down to earth. It is kryptonite to the Enemy and to all his ploys against you. Pray in the Spirit at all times and at every stage of the project.
3. Set a realistic deadline
Without a Deadline Your Project Will Sit at the Bottom of Your To-do List and Will Go Nowhere
When it comes to assessing your timescales, you need to figure out what is realistically achievable, while not padding out your timelines too much.
4. Communicate regularly
Developing a Project in a Bubble Will Result in Problems Later On
Regular communication is vital. Meetings, emails and even a quick trip to your colleague’s desk are all needed to make sure you have not missed anything important and that everyone in on the same page.
5. Faith is not a spectator sport.
The Opportunities are Endless and Harvest is Plentiful.
Finally, please remember aside from managing projects that faith is not a spectator sport. It’s easy to come to church to be entertained and not invest time in serving the church community. But Jesus isn’t here for our amusement. He didn’t die so we could experience cool sermons alone. The Christians we remember throughout history were the men and women who did not wait on the sideline when there was work to be done.
There are many places to lead. The opportunities are endless and harvest is plentiful.
Since the dawn of time, mankind has used myths to make sense of the uncertainty that surrounds us. In the early 1990s a lot of people believed that project management was the best kept secret in business. However, because project management was not seen as a prevailing profession at that time, it suffered from a lack of awareness which was in a sense, a double edged sword. Those who were knowledgeable in the practice of project management became extreamly valuable to organisations and pioneers for the profession.
These early adopters were able to convince organisations that project management practitioners were needed. Myths around project management began to form in the business community and as the role of the project manager was unclear, questions were raised as to what project management was and what it could offer organisations.
The definition of the word myth is a “widely held, but false belief or idea.” Here, we’re going to examine 10 of the most pervasive PM myths that have emerged.
Myth #1 – Contingency pool is redundant
This is one of the most ‘mythical’ myths that has plagued the industry for a long time. Coupled with the tendency to presume that ‘real work’ is tantamount to implementation or building something concrete and you have the perfect recipe for project disaster. The thought pattern behind this approach typically originates from budget constraints and/or having unrealistic expectations. As we all know, or should know, the unexpected happens quite regularly. An effective contingency plan is important as it aims to protect that which has value (e.g., data), prevent or minimise disruption (e.g., product lifecycle), and provide post-event feedback for analysis (e.g., how did we fare? did we allocate funds correctly?).
Myth #2 – Project Management software is too expensive
If your idea of project management software involves purchasing servers, and purchasing a software application from a major vendor for a small practice with 10 practitioners then, yes, it is too expensive. If, however, you have gone cloud and elected to use a powerful web-based project management solution (such as Smartsheet), then you are likely to save thousands of pounds while reaping the benefits of a pay-as-you-go price structure. The present, and future, lie in cloud solutions that provide equal, or superior, functionality at a fraction of the cost.
Myth #3 – Project Management methodologies will slow us down
Project managers have a reputation of using process-intensive methodologies that favour ideology over pragmatism. In some instances this may, indeed, be the case when there is a mismatch between a specific project management approach and the organisation’s acutall needs (e.g., a process-driven method, such as PRINCE2, may not be appropriate for a slightly chaotic environment that favours an adaptive approach, such as Scrum). So, in sum, put down the paint roller (“Project Management isn’t for us!”) and take out your fine-bristled brush (“The Critical-Chain method may not be our cup of tea, but Agile on the other hand”¦”).
Myth #4 – Facts and figures are more important than feelings and perceptions
While facts are very important, projects are often derailed and sabotaged because of false perceptions. The PM must pay attention to both fact and fiction to navigate through turbulent organisational change.
Myth #5 – Project managers need to be detail oriented and not strategic in nature
While it is of the utmost importance for the project manager to understand how to read the details of the project, they must also understand how the project supports organisational objectives. Having a strategic perspective adds great value to the skill-set of the project manager.
Myth #6 Rely on the experts in everything that you do
It is true, we do need to rely on the experts but our trust can not be a blind faith. The job of the project managers in this area is twofold. First we must extract information and second we must verify that the information is accurate. A good example of this is asking a planner to provide an estimate on the effort required to perform a task. In some instances team members forget to include tasks which ultimately results in a faulty estimate.
Myth #7 All the battles have to be fought and won so that we can succeed
Project managers sometimes make the assumption that they need to stand firm to get the job done, however, coming to compromise on a particular issue is often a better course of action in order to win the war.
Myth #8 Project Managers can wear multiple hats
Wearing different hats can be extremely confusing. This is especially true if the project manager is asked to be a business analyst or technical expert on top of serving in their PM role. They end up doing both roles with mediocrity. When we “wear two hats” we essentially tell ourselves that both hats fit on one head at the same time. However, what happens if the demands of two roles conflict and what assurances do we have that we’re managing the inherent conflict of multiple roles and the risks the roles introduce? Sadly, multiple roles become more common as we move up the management hierarchy in an organisation, and that’s exactly where potential conflicts of interest can do the most harm.
Myth #9 Once the risk register is created, it’s full speed ahead
Risk management provides a forward-looking radar. We can use it to scan the uncertain future to reveal things that could affect us, giving us sufficient time to prepare in advance. We can develop contingency plans even for so-called uncontrollable risks, and be ready to deal with likely threats or significant opportunities. Too often, it’s not until a catastrophic event occurs and significantly impacts project progress that ongoing risk reviews are conducted.
Myth #10 Project managers can not be effective in their role unless they have specific technical expertise in the given field that the project falls within
You don’t need to be an engineer to manage a construction project or a IT technician to manage a software development project. All you need is a fundamental understanding with strong PM skills to manage the team. Experience in the field helps but does not guarantee success.
Project management is challenging enough without the myths. The profession has come a long way since the 1990s and some of these myths are fading. However, we still see remnants of them in one form or another. Great projects cut through false assumptions and confusion, allowing their teams to make smart decisions based on reality.
These are just 10 project management myths, what are yours?
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 tolast 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 mainstreamselection 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 yourhome.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 architectureof 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 thatthey 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 sitebuilt 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?
