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GodinterestTV – Step 4 To Breaking Free TRUTH | with Therapist Fay Lindo and Pastor Ray Patrick – 01/05/21
The 4th in a 12 Week Series on Saturday 8th May 2021 from 2 PM to 3 PM)
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GodinterestTV – 12 Steps To Breaking Free with Therapist Fay Lindo and Pastor Ray Patrick – 04/17/21
HONESTY – Breaking free from Sexual Addiction – Davids Story
The first in a 12 Week Series (Saturday 17th April 2021 12PM to 1PM)
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The search for the last 11 months has been to find an antidote against the Covid-19 pandemic. In early December there were shouts of celebration when a vaccine was found, and fear began to dissipate and faith got stronger. Do you know we have a vaccine, an antidote against sin and fear? The first thing many people would say is faith; however, the Scripture tells us that it’s love, for perfect love is what drives out all fear. Hallelujah!
When we truly comprehend how much God loves us, what can we possibly be afraid of? For God is love. When we are one with God through a relationship with His Son, we are wrapped in perfect love where we can find strength and security. We can find peace. We can find refuge, provision, and hope in His love. His love knows no limits. It has no boundaries. His love never changes. There is nothing you can do to make Him love you any more or any less. So let’s celebrate this breaking news Hallelujah! Hallelujah!
Today, open your heart and receive the vaccine of God’s love made at Calvary. Don’t go into 2021 without it, you will be vulnerable to the pandemic of sin. Daily meditate on His goodness and faithfulness. As you do, those old fears will melt away. Sin will cease, and you will move confidently into the life of victory He has prepared for you.
“There is no fear in love. But perfect love drives out fear…” (1 John 4:18, NIV)
Let’s Pray
Oh, Yahweh, I come before You with a humble heart, begging for the vaccine of Your love. Father, please show me Your love and fill me with Your peace and hope, and remove the pandemic of sin and fear. God, help me to be an example of Your love for the people I come into contact with. I bless Your Name today that I have the victory over sin through faith in You, not just now but forever, in Christ’s Name! Amen.
As we come to the end of 2020, think about the process a caterpillar goes through before it becomes a butterfly. When it’s wrapped in its cocoon in the dark side of some tree, it doesn’t look like it has many options. But after it becomes a butterfly, it doesn’t just sit and wait for someone to come and drill a hole and let it out. No! That butterfly knows that it has to make a move if it’s going to be set free. In the same way, we have to do something to get out of the confining places we are in. We have to pray, set goals and move; we have to believe and keep pressing through to victory.
Truth be told we all go through seasons of difficulty that can sometimes feel overwhelming. But during these times, we have to remember that our God is greater than the struggle we face! In 2021 He’ll take our challenges and use them to strengthen us, all we have to do is get into agreement with Him.
Today, and throughout 2021 no matter what you may be facing, remember His grace is sufficient for you. His strength is made perfect in your weakness. Keep believing, keep praying, keep hoping, and keep pressing forward. Before long, you’ll break free and rise to the new levels of victory God has prepared for you. Hallelujah!
“And He said to me, ‘My grace is sufficient for you, for My strength is made perfect in weakness.’…” (2 Corinthians 12:9, NKJV)
Let’s Pray
Yahweh, thank You for the strength to make it through any challenge I face in 2021. Father, I will put my trust in You. Almighty God, I declare that You are good, and I thank You for working behind the scenes on my behalf, in Christ’s Name! Amen.
We’re living through a time of international crisis. Our systems are falling apart, we’re being separated from friends and loved ones, frightened and unsure as to how life may be about to unfold. “Reality” seems to stagger from one disturbing scenario to another. Information and advice keep changing – nothing holds fast, but the idea that everything is going dreadfully wrong. But if there is a silver lining in this crisis, it could be that the virus is forcing us to use the internet as it was always meant to be used – to connect with one another, share information and come up with collective solutions to vital problems.
Launched in March 2020, Societal’s (https://societal.co/) sole purpose is to connect people and allow people to share their thoughts with a big audience.
Societal website administrator Dean Jones a former Central St Martins College of Art & Design postgraduate said, ‘One of the most disastrous months in the history of global medicine and global economics has ended with country after country retreating into their national silos. They are fighting their own individual battles against coronavirus and in their own way, but we must work together. Like it or not the Coronavirus Crisis is showing us how to live online and hopefully Societal can help people with that.’
The new Social Network follows a UK government announcement that everyone should only go outside for food, health reasons or work (where this absolutely cannot be done from home).
Jones hopes his digital platform will help create connections, not conflict in this time of uncertainty.
Jones said further ‘As we isolate ourselves at home to protect our health and our neighbours, we still need each other. Societal means that even in this time when we are physically apart, we can still connect with our friends.”
The Core Principles of Societal are-
Societal is trying to shift the paradigm. In a web full of pseudo thought-leaders, Societal promises to be place that people from all walks of life can rely on and cater to those looking for fresh, new, authentic voices and believe wholeheartedly in community. Societal offers free accounts and doesn’t serve ads.
Jones has launched a kickstarter page in order to support this worthwhile project https://www.kickstarter.com/projects/deanjones/societal
Press release distributed by Pressat on behalf of Societal, on Thursday 26 March, 2020. For more information follow https://pressat.co.uk/
Justin’s has immersed himself in religion in recent years, attending both Churchome and Hillsong services, and now it looks like he’s taking on a bigger role.
On Wednesday night Justin Bieber led worship at a Churchome service in Beverly Hills. Clips from the performance went viral on social media.
He wrote,
Sang at church last night. God is pulling me through a hard season. Having trust in Jesus at your worst times is the absolute hardest. But he is faithful to complete what he started. I also want to thank my wife for being such a huge support in my life through this season ”¦ it says in the Bible count it ALL JOY when you face trials of various kinds. Sounds insane considering when u face trials u feel terrible. But if we are grateful and worship god for what we do have in that season there is so much power in that”¦ whatever pain you are going through just keep telling yourself THIS WONT LAST! Love you guys we in this together
According to TMZ, pastor Judah Smith explained to the congregation that it was time for Bieber to help lead the flock in song after years of being a worshipper.
Bieber says his breakout moment was part of a larger message he wants to spread.
The 25-year-old has been open about his faith – particularly in recent years – attending services at Churchome and Hillsong.
In the caption to an Instagram post featuring a few clips from the evening, Bieber alluded to some recent struggles in life during this “hard season”, but also said he is leaning on his faith to get him through. He also encouraged others who are experiencing difficult times to rely on Christ.
Global resourcing specialist BPS World has warned that one of the main challenges facing employers in the UK in 2017 will be the impact of Brexit on the ability to attract talent, particularly in the high-value digital, technical and engineering industries where recruiters are already struggling with severe skills shortages. This follows the publication by BPS World, of: “Brexit: What the World is Saying” which, for the first time, researched the global impact of Brexit and how other countries believe it will impact on skills.
Simon Conington, Founder of BPS World, has urged the government to ensure that the UK continues to have access to skilled professional from Europe, particularly in the sectors where there are already skills shortages, or face a sharp decline in the UK’s ability to compete.
Although the UK will not be leaving the EU until 2019 we can expect an announcement this year on the shape of Brexit and what it will mean in practice. Under so-called ‘hard-Brexit’ freedom of movement would be restricted and it would be as difficult for talent to be recruited from France as from the US. It is this that alarms those at the sharp end of skills shortages, such as BPS World. Recruits themselves are already showing signs of being aware of these new competitive forces: research revealed that almost half (48 per cent) of UK jobseekers were more concerned about finding a job than before the referendum.
Last year BPS World spoke to business leaders, representative bodies and professionals in the recruitment and retention sectors in Europe, India, Australia and the USA. The research focussed on the sectors most affected by skills shortages in the UK and overseas. It is in these sectors that the impact of Brexit and any restrictions or changes to work permits, is likely to be most keenly felt.
One of those they spoke to was Marco Dadomo, from the Verein Deutscher Ingenieure (VDI, Association of German Engineers) in Düsseldorf: “As we know, Britain has already problems finding enough specialists in this sector. Brexit will make it less attractive for international experts to work in Britain for a British company. We have also heard that quite a lot of UK experts of different sectors plan to leave Britain when Brexit will be implemented.”
Simon Conington, Founder of BPS World argued;
“2017 is going to be a pivotal year for the UK economy. The decisions the government makes now on the implementation of Brexit will affect our ability to attract the talent we need to grow. The impact will be felt immediately as talent will not come to the UK if they know they will have to leave within two years. We urge the government to continue to ensure we have access to skilled people, particularly in sectors where we’re already struggling to find the talent we need.”
Kevin Green, Chief Executive of the REC welcomed the report:
“This review of the international community’s fears and needs following the EU referendum contains warnings about the challenges employers could face in the future. The prospect of skill and talent shortages intensifying in higher-end sectors is a huge concern. The government must ensure that any changes to immigration policy as a result of the EU negotiations reflect immediate labour market needs so that businesses can continue to grow.”
Brexit: What the World is Saying is available free to download from www.bps-world.com
Notes to Editors
BPS World are global resourcing experts who work across a number of sectors, specialising in technology, marketing and engineering.
For further information:
Julia Barton
Onyx
E: julia@onyxcomms.com
T: + 44 20 7048 2700
Dim1, N. U., Okorocha2, K. A., & Okoduwa3 V. O.
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 used exclusively.
FACTORS OF PROJECT FAILURE
Cookie-Davies (2002) stated the difference between the success criteria and the failure factors. He stated 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).
Time and 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 and Law, 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, while In 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”.
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 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.
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. Environtech Journal, 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.
Othman, M.,R. (2006). Forging main and sub-contractor relationship for successful projects. Retrieved from http://rakanl.jkr.gov.my/csfj/editor/files/file/projek/lessonslearned/MAIN&SUB_2.pdf
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.
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For the first time, millions of professionals across the globe qualified in ITIL ®, PRINCE2 ® and PRINCE2 Agile┞¢ will be able to track and record their professional development through a Continuing Professional Development (CPD) scheme as part of the new AXELOS Professional Development Programme, which launches today.
The AXELOS Professional Development Programme is an online membership programme aligned to the global best practice frameworks of ITIL, PRINCE2 and PRINCE2 Agile, that provides members with a range of specialised tools. Members will be able to assess their ability against industry benchmarks and gain access to exclusive content and activities designed to develop their skills and knowledge.
The programme will give practitioners the confidence and tools to keep up-to-date and relevant in their field while supporting them in their professional development. By completing the required CPD points, members will earn a digital badge that can be shared via online platforms to demonstrate their relevance and commitment to professional development.
Peter Hepworth, AXELOS Chief Executive, said: “There are millions of practitioners with either ITIL or PRINCE2 qualifications, and we want to champion these professionals by giving them a means to develop their knowledge and skills. This new programme is all about offering additional value for IT service management and project management professionals which goes beyond passing an exam and gaining a qualification.
“Ongoing investment in professional development also benefits organizations as well as individuals. Employers can ensure that their employees are continually developing their skills and the new digital badges will also help employers source the right talent by using them to differentiate against individuals who haven’t kept their skills up to date.
“The scheme will enable ITIL and PRINCE2 practitioners to achieve industry recognition and enhance their own personal brand. In addition, employers who invest time and money in CPD can develop their teams and drive up standards while improving staff loyalty and morale.”
Those wishing to join the scheme must hold an ITIL or PRINCE2 qualification. AXELOS are running a promotion so anyone joining in 2015 can save £100 on annual membership costs, and just pay the initial £25 registration fee.
The Professional Development Programme is the latest addition to the best practice portfolio owned by AXELOS – a joint venture between the UK Government and Capita plc. More information can be found on the AXELOS website: https://www.axelos.com/professional-development
Project Journal staff were not involved in the creation of this content.
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