Designing Buildings - User contributions [en]

User:ICPMA

2024-08-23T11:45:10Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA, Twitter at ICPMA2 or LinkedIn at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[https://www.designingbuildings.co.uk/wiki/Empowering_Change:_Lessons_from_Three_Remarkable_Women Empowering_Change:_Lessons_from_Three_Remarkable_Women]

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

[[Expo_2020_Dubai|Expo 2020 Dubai]]

[[Construction_Project_Management_Online:_what_works_and_what_is_to_come|Construction Project Management Online: what works and what is to come]]

[[Sustainable_Mobility_Infrastructure_-_Connecting_Cities_and_People|Sustainable Mobility Infrastructure - Connecting Cities and People]]

[[Construction_Project_Management_Overseas_:_Have_fun_and_work_abroad|Construction Project Management Overseas : Have fun and work abroad]]

Empowering Change: Lessons from Three Remarkable Women

2024-07-23T17:04:22Z

ICPMA:

This June, I attended the ICPMA (International Construction Project Management Association) Conference in New York City, a vibrant metropolis known for its dynamism, diversity, and cultural richness. This trip was not only a professional engagement but also a chance to spend quality time with my husband and friends from ICPMA.

As I explored the city’s towering skyline and lively streets, I was deeply moved by the stories of three extraordinary women whose achievements have left an indelible mark on history.

Their legacies are powerful reminders of what can be accomplished through determination, collaboration, and a continual pursuit of excellence. These are inspirational stories that shape our way of doing things. I was also inspired by the collaborative work that women and men are challenged to do which bring out the best in each of us.

In this new era, let us strive to reduce and hopefully eliminate the professional and social differences between women and men so that day by day, we move closer to a world where individuals are evaluated solely on their capabilities and efforts. ICPMA, as a global international project management association, will always fulfill its role in promoting collaboration and equality worldwide.

== Emily Warren Roebling: The Woman Who Saved the Brooklyn Bridge ==

When the Brooklyn Bridge was completed in 1883 after fourteen years of construction, Emily Warren Roebling made history as the first person to cross it by carriage, symbolically carrying a live rooster to signify victory. Her journey to this moment was one of resilience and remarkable and exceptional leadership. Early in the bridge's construction, her husband, Washington Roebling, the chief engineer, became bedridden due to decompression sickness. Emily, undeterred, stepped into his role and, for over a decade, managed the project’s completion, becoming the first female field engineer in the process.

The New York Times highlighted her remarkable dedication: “Mrs. Roebling applied herself to the study of engineering, and she succeeded so well that in a short time, she was able to assume the duties of chief engineer.” Emily dealt with contractors, supervised staff, inspected the construction, and handled political and media relations. Her tireless efforts culminated in the bridge’s opening, where she was lauded for her contribution. U.S. Congressman Abram Stevens Hewitt praised her in his speech, saying the Brooklyn Bridge would stand as “an everlasting monument to the sacrificing devotion of a woman and of her capacity for that higher education from which she has been too long disbarred.”

After the bridge’s completion, Emily continued championing women’s rights and education, penning the award-winning essay “A Wife's Disabilities” and earning a law certificate from New York University in 1899. Though often overshadowed by her male counterparts, Emily Warren Roebling's legacy remains a testament to her pioneering spirit and dedication.

== Käthe Kollwitz: A Voice for the Voiceless ==

Käthe Kollwitz, born in 1867, was a German artist whose work in painting, printmaking, and sculpture captured the struggles and resilience of the working class. Her profound empathy and commitment to social justice were deeply influenced by her grandfather, a Lutheran pastor dedicated to social causes. Kollwitz’s father recognized her artistic talent early, enrolling her in drawing lessons at twelve and later at the School for Women Artists in Berlin.

Kollwitz’s art, particularly her etchings, depicted the harsh realities of working-class life with striking emotional depth. She often drew inspiration from her husband’s medical practice, which served the poor, and the personal tragedies she witnessed, including the death of her child. Her works convey powerful messages about grief, suffering, and resilience, and she utilized printmaking to reach a wider audience with her social commentary.

Throughout her career, Kollwitz broke numerous barriers. She was the first woman elected to the Prussian Academy of Arts and later became its first female department head. Despite being forced to resign by the Nazi regime in 1933, her legacy as a champion of the proletariat and an advocate for women’s rights endures. Kollwitz’s work is a poignant reminder of the power of art to inspire social change and empathy. Is her work in NYC? Or what is her link to this article about NYC? or were you reminded of her story by what you saw in NYC?

== Gertrude Vanderbilt Whitney: A Patron of American Art ==

Gertrude Vanderbilt Whitney, born into one of America’s wealthiest families in 1875, used her privilege to become a significant patron of the arts and an accomplished sculptor. Her journey began in Europe, where the burgeoning art scenes of Montmartre and Montparnasse inspired her. She pursued her passion for sculpture, studying with notable artists and creating monumental works that earned critical acclaim.

During World War I, Whitney dedicated herself to relief efforts, operating a hospital in France and creating poignant drawings of soldiers that influenced her later memorial sculptures. Her contributions extended beyond her art; in 1929, she offered her extensive collection of American modern art to the Metropolitan Museum of Art, only to be declined. Undeterred, she founded the Whitney Museum of American Art in 1931, a pivotal institution for promoting contemporary American artists.

Whitney's legacy is her museum and her advocacy for women in art. She supported women-only exhibitions and ensured their inclusion in major shows. Her financial support for artistic endeavors, including the 1913 Armory Show and the Society of Independent Artists, helped shape the landscape of American modernism. Gertrude Vanderbilt Whitney’s vision and generosity have left a lasting impact on the art world, promoting the works of avant-garde and unrecognized artists.

== Conclusion ==

The stories of Emily Warren Roebling, Käthe Kollwitz, and Gertrude Vanderbilt Whitney illustrate the profound impact of women in shaping history through their talents, determination, resilience, and commitment to their causes.

As we move forward, let their legacies inspire us to foster collaboration, support the growth of others, and strive for excellence. The lessons learned from these remarkable women can help us, in our own lives, through our collective efforts, build bridges toward a more inclusive and equitable future.

by Raquel Campos e Matos

(ICPMA President and GEG Project manager)

[[Category:Education]] [[Category:International]] [[Category:Organisations]] [[Category:Construction_management]] [[Category:Design]] [[Category:People]]

Empowering Change: Lessons from Three Remarkable Women

2024-07-22T14:17:23Z

ICPMA:

Empowering Change: Lessons from Three Remarkable Women

2024-07-22T14:16:31Z

ICPMA: Created page with "This June, I attended the ICPMA (International Construction Project Management Association) Conference in New York City, a vibrant metropolis known for its dynamism, diversity, a..."

This June, I attended the ICPMA (International Construction Project Management Association) Conference in New York City, a vibrant metropolis known for its dynamism, diversity, and cultural richness. This trip was not only a professional engagement but also a chance to spend quality time with my husband and friends from ICPMA.

As I explored the city’s towering skyline and lively streets, I was deeply moved by the stories of three extraordinary women whose achievements have left an indelible mark on history.

Their legacies are powerful reminders of what can be accomplished through determination, collaboration, and a continual pursuit of excellence. These are inspirational stories that shape our way of doing things. I was also inspired by the collaborative work that women and men are challenged to do which bring out the best in each of us.

In this new era, let us strive to reduce and hopefully eliminate the professional and social differences between women and men so that day by day, we move closer to a world where individuals are evaluated solely on their capabilities and efforts. ICPMA, as a global international project management association, will always fulfill its role in promoting collaboration and equality worldwide.

== Emily Warren Roebling: The Woman Who Saved the Brooklyn Bridge ==

When the Brooklyn Bridge was completed in 1883 after fourteen years of construction, Emily Warren Roebling made history as the first person to cross it by carriage, symbolically carrying a live rooster to signify victory. Her journey to this moment was one of resilience and remarkable and exceptional leadership. Early in the bridge's construction, her husband, Washington Roebling, the chief engineer, became bedridden due to decompression sickness. Emily, undeterred, stepped into his role and, for over a decade, managed the project’s completion, becoming the first female field engineer in the process.

The New York Times highlighted her remarkable dedication: “Mrs. Roebling applied herself to the study of engineering, and she succeeded so well that in a short time, she was able to assume the duties of chief engineer.” Emily dealt with contractors, supervised staff, inspected the construction, and handled political and media relations. Her tireless efforts culminated in the bridge’s opening, where she was lauded for her contribution. U.S. Congressman Abram Stevens Hewitt praised her in his speech, saying the Brooklyn Bridge would stand as “an everlasting monument to the sacrificing devotion of a woman and of her capacity for that higher education from which she has been too long disbarred.”

After the bridge’s completion, Emily continued championing women’s rights and education, penning the award-winning essay “A Wife's Disabilities” and earning a law certificate from New York University in 1899. Though often overshadowed by her male counterparts, Emily Warren Roebling's legacy remains a testament to her pioneering spirit and dedication.

== Käthe Kollwitz: A Voice for the Voiceless ==

Käthe Kollwitz, born in 1867, was a German artist whose work in painting, printmaking, and sculpture captured the struggles and resilience of the working class. Her profound empathy and commitment to social justice were deeply influenced by her grandfather, a Lutheran pastor dedicated to social causes. Kollwitz’s father recognized her artistic talent early, enrolling her in drawing lessons at twelve and later at the School for Women Artists in Berlin.

Kollwitz’s art, particularly her etchings, depicted the harsh realities of working-class life with striking emotional depth. She often drew inspiration from her husband’s medical practice, which served the poor, and the personal tragedies she witnessed, including the death of her child. Her works convey powerful messages about grief, suffering, and resilience, and she utilized printmaking to reach a wider audience with her social commentary.

Throughout her career, Kollwitz broke numerous barriers. She was the first woman elected to the Prussian Academy of Arts and later became its first female department head. Despite being forced to resign by the Nazi regime in 1933, her legacy as a champion of the proletariat and an advocate for women’s rights endures. Kollwitz’s work is a poignant reminder of the power of art to inspire social change and empathy. Is her work in NYC? Or what is her link to this article about NYC? or were you reminded of her story by what you saw in NYC?

== Gertrude Vanderbilt Whitney: A Patron of American Art ==

Gertrude Vanderbilt Whitney, born into one of America’s wealthiest families in 1875, used her privilege to become a significant patron of the arts and an accomplished sculptor. Her journey began in Europe, where the burgeoning art scenes of Montmartre and Montparnasse inspired her. She pursued her passion for sculpture, studying with notable artists and creating monumental works that earned critical acclaim.

During World War I, Whitney dedicated herself to relief efforts, operating a hospital in France and creating poignant drawings of soldiers that influenced her later memorial sculptures. Her contributions extended beyond her art; in 1929, she offered her extensive collection of American modern art to the Metropolitan Museum of Art, only to be declined. Undeterred, she founded the Whitney Museum of American Art in 1931, a pivotal institution for promoting contemporary American artists.

Whitney's legacy is her museum and her advocacy for women in art. She supported women-only exhibitions and ensured their inclusion in major shows. Her financial support for artistic endeavors, including the 1913 Armory Show and the Society of Independent Artists, helped shape the landscape of American modernism. Gertrude Vanderbilt Whitney’s vision and generosity have left a lasting impact on the art world, promoting the works of avant-garde and unrecognized artists.

== Conclusion ==

The stories of Emily Warren Roebling, Käthe Kollwitz, and Gertrude Vanderbilt Whitney illustrate the profound impact of women in shaping history through their talents, determination, resilience, and commitment to their causes.

As we move forward, let their legacies inspire us to foster collaboration, support the growth of others, and strive for excellence. The lessons learned from these remarkable women can help us, in our own lives, through our collective efforts, build bridges toward a more inclusive and equitable future.

[[Category:Education]] [[Category:International]] [[Category:Organisations]] [[Category:Construction_management]] [[Category:Design]]

User:ICPMA

2022-03-15T19:07:34Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA, Twitter at ICPMA2 or LinkedIn at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

[[Expo_2020_Dubai|Expo 2020 Dubai]]

[[Construction_Project_Management_Online:_what_works_and_what_is_to_come|Construction Project Management Online: what works and what is to come]]

[[Sustainable_Mobility_Infrastructure_-_Connecting_Cities_and_People|Sustainable Mobility Infrastructure - Connecting Cities and People]]

[[Construction_Project_Management_Overseas_:_Have_fun_and_work_abroad|Construction Project Management Overseas : Have fun and work abroad]]

Construction Project Management Overseas : Have fun and work abroad

2022-03-15T18:13:36Z

ICPMA:

Author: Nick Smith: Executive Officer ICPMA and Past President 2017-9

Contact nicksmith21c@gmail.com

-----
There was a knock at my door in November 2005. “Come work in Oman,” said the headhunter, “you’ll love it.” By the eve of my 49th birthday the following February I was playing my part in a brand new mega-project, building a massive new neighbourhood on 2.6 sq km of beachfront in the sultanate. Prior to this, apart from a little exposure to US working practice, I’d spent my whole professional life in my homeland of England, involved in mixed-use and housing developments. As an urban designer the thought of something much bigger in an unknown land was too exciting to turn down, so off I went with my slightly unconvinced wife and youngest daughter.

[[File:Photo_jump.jpeg|link=File:Photo_jump.jpeg]]

Our experience was a revelation and changed our lives forever, for the better. I’d never before had to try to manage such complexity with colleagues from so many nationalities and cultures. Strange working practices were the norm, and the place was hot enough to boil an egg outside pretty much all year. The secret was to use the best of everything, not necessarily the stuff I was used to, but finding the optimum planning tools, delivery methods and problem-solvers from all around the world. Communication was key.

We were in Oman for 8 years and I still visit to consult. We became much more international in our outlook and appreciative of the needs of others, and what works and what doesn’t. We’re so thankful that the chance came our way: it was simply the best. I wrote about my experiences in a book called “Oman, My Dear” published in 2020 and available through Amazon.

[[File:Oman%2C_My_Dear_Cover_copy.png|link=File:Oman,_My_Dear_Cover_copy.png]]

All aspects of the design, project management and construction industries generate opportunities to work overseas. I met my friends at ICPMA because I made that step. Our association boasts many who have experience in international markets away from home and have become more effective professionals by virtue of that. For the young and talented, the world awaits. We all know how nice it is to have an enjoyable holiday in another country. But the experience of living, working and succeeding some place else is priceless. Take it if you can.

--[[User:ICPMA|ICPMA]] 18:13, 15 Mar 2022 (BST)

[[Category:International]] [[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Publications_/_reports]] [[Category:Construction_management]]

File:Oman, My Dear Cover copy.png

2022-03-14T19:07:16Z

ICPMA: uploaded a new version of "File:Oman, My Dear Cover copy.png"

Construction Project Management Overseas : Have fun and work abroad

2022-03-14T18:58:18Z

ICPMA: Created page with "Author: Nick Smith: Executive Officer ICPMA and Past President 2017-9 Contact nicksmith21c@gmail.com ----- There was a knock at my door in November 2005. “Come work in Oman,..."

Author: Nick Smith: Executive Officer ICPMA and Past President 2017-9

Contact nicksmith21c@gmail.com

-----
There was a knock at my door in November 2005. “Come work in Oman,” said the headhunter, “you’ll love it.” By the eve of my 49th birthday the following February I was playing my part in a brand new mega-project, building a massive new neighbourhood on 2.6 sq km of beachfront in the sultanate. Prior to this, apart from a little exposure to US working practice, I’d spent my whole professional life in my homeland of England, involved in mixed-use and housing developments. As an urban designer the thought of something much bigger in an unknown land was too exciting to turn down, so off I went with my slightly unconvinced wife and youngest daughter.

[[File:Photo jump.jpeg]]

Our experience was a revelation and changed our lives forever, for the better. I’d never before had to try to manage such complexity with colleagues from so many nationalities and cultures. Strange working practices were the norm, and the place was hot enough to boil an egg outside pretty much all year. The secret was to use the best of everything, not necessarily the stuff I was used to, but finding the optimum planning tools, delivery methods and problem-solvers from all around the world. Communication was key.

We were in Oman for 8 years and I still visit to consult. We became much more international in our outlook and appreciative of the needs of others, and what works and what doesn’t. We’re so thankful that the chance came our way: it was simply the best. I wrote about my experiences in a book called “Oman, My Dear” published in 2020 and available through Amazon.

[[File:Oman, My Dear Cover copy.png]]

All aspects of the design, project management and construction industries generate opportunities to work overseas. I met my friends at ICPMA because I made that step. Our association boasts many who have experience in international markets away from home and have become more effective professionals by virtue of that. For the young and talented, the world awaits. We all know how nice it is to have an enjoyable holiday in another country. But the experience of living, working and succeeding some place else is priceless. Take it if you can.

[[Category:International]] [[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Publications_/_reports]] [[Category:Construction_management]]

File:Photo jump.jpeg

2022-03-14T18:57:05Z

ICPMA:

File:Oman, My Dear Cover copy.png

2022-03-14T18:54:12Z

ICPMA:

User:ICPMA

2022-03-13T19:20:05Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA, Twitter at ICPMA2 or LinkedIn at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

[[Expo_2020_Dubai|Expo 2020 Dubai]]

[[Construction_Project_Management_Online:_what_works_and_what_is_to_come|Construction Project Management Online: what works and what is to come]]

[[Sustainable_Mobility_Infrastructure_-_Connecting_Cities_and_People|Sustainable Mobility Infrastructure - Connecting Cities and People]]

Sustainable Mobility Infrastructure - Connecting Cities and People

2022-03-13T19:17:51Z

ICPMA:

= Let’s re-evaluate and redesign our transportation systems to make the world a better place =

= The paradigms - optimisation and sustainability =

Sustainability cannot be achieved without addressing all three pillars of sustainable development which are environment, economy, and society - Brundtland Report (1987).

Sustainability isn't enough here's why we need to regenerate - Johan Rockström’s (COP26 November 2021).

For many decades, projects for railways, like many infrastructure proposals, followed the paradigm where solutions were based on the optimisation of investments, driven fundamentally by finding the balance between the cost and performance of the operation. The goal of achieving the best railway infrastructure was based on a few compliant factors, such as minimising travel time and maintenance, whilst maximising infrastructure availability. The investment cost, largely determined by the morphology of the land, was apportioned early on between the immediate Capex and deferred Opex costs. This later evolved to include considerations of life cycle, where the desired balance is estimated for the initial phase, and then subsequent phases, of project design. Just recently, more attention has also been focussed on the need to reduce environmental impacts.

Although the greenhouse effect associated with the release of CO2 has been studied since 1960 (David Keeling), the risk of it becoming a serious global problem has only recently been widely recognised, perhaps only since 2015. This world-wide urge to break the pace of global warming, mainly by reducing CO2 emissions, has brought about significant changes in the way we consider our environment, whether in food and energy production, in industry and manufacturing, construction, transport, and mobility.

The reduction of CO2 emissions is just part of the scope that determines the sustainability of investments. However, the urgency demanded by the global perception of the seriousness of that problem should not result in us ignoring others, such as those of an environmental, social, and economic nature.

Transport and transport infrastructure are seen as areas where the need to reduce CO2 emissions is more evident. In this context, investments in rail transport and in new mobility technologies, due to their easier migration to new propulsion systems from renewable energies, are arguably the most effective way to bring about the desired emission reduction.

In-line with this objective is a need to introduce changes in projects (including redesign), with implications that may, in part, overlap with the previous paradigm of optimising investments, specifically where the implementation of solutions achieve a reduction of CO2 emissions. The optimisation paradigm is thus becoming replaced by the sustainability paradigm.

Finally, other issues related to the safety and good performance of infrastructure, in the face of extreme phenomena and other changes to evolving climatic characteristics of buildings, do not constitute an area of special focus, as they have always been part of proper engineering. But it is still true that more needs to be done in this respect, to make all elements of our new developments more sustainable for future generations.

In Europe, funds are being allocated to encompass some of what is needed to bring about significant beneficial changes to the way that major infrastructure can be provided to increase mobility. Other parts of the world have similar goals and transportation is seen to be one of the necessary keys to stimulate economic growth. The way that projects are derived and delivered, between like-minded parties, with political support, is crucial. We must harness new innovations and technologies, and work in meaningful alliances, to ensure that all involved in such projects work together within a framework driven fundamentally by the common good.

= Redesign and better Project Management =

We know that improved sustainability of railway investments will always result from the better understanding and combination of environmental, economic, and social aspects. There is, therefore, a need to redefine some concepts, solutions and parameters that support and frame such projects, ensuring they lead to more robust sustainability, in social, economic and environmental regeneration terms.

If, on the one hand, engineering welcomes the necessary changes to these new circumstances for projects, then positive results will occur. On the other hand, urgency may reduce the possibility of experimentation and the certainty of outcome in the performance of new solutions and new concepts.

It is natural that some of the new measures and solutions are not yet available, nor supported in codes or regulations produced for another design paradigm. Now is the time for consistent and innovative ideas in design and engineering that promote sustainability.

As always, railway investments are made by combining vehicles, their operation and management, with the necessary infrastructure. Changes to rolling stock, or their operation, may also necessitate changes to infrastructure.

We need to know what changes will be made in the future for trains and carriages to improve the sustainability of the investment. Will they consume less or different types of energy? How will the infrastructure be designed for the evolutionary transition of trains? Can journey times increase to meet trip sustainability? Can the reduction in speed in certain places, such as on some ramps, also contribute? Should the reduction in the cost of tunnels, by reducing the permitted speeds, be part of the equation?

For infrastructure, what can be questioned? Is the current constitution of the track platform sacrosanct, or can it be reconsidered and redesigned? For landfill, is it possible to use soils that, although not complying with the requirements of the codes, will have less environmental impact? Engineers and designers must search for new sustainable solutions but the codes and other requirements will need to flex to allow changes to be made to hitherto traditional methods. Best international practice involving Capex and Opex considerations will be need to be shared to optimise life cycle considerations. Our need is to find new, cheaper, faster and better solutions with outcomes that are both environmentally and socially positive. Regeneration of older infrastructure can also play a significant part in this process.

The positive interplay between the professional team, including the client, will always be critical to the success of any project. This must be managed from its inception, through the design feasibility and solution phases, and not just in subsequent phases of procurement and delivery. The Project Manager will need to embrace increased responsibility and be at the center of strategic decisions, bringing together the different parts of the project, directing how it should evolve. Professional competence is fundamental, with specific expert involvement where needed. Comprehensive analysis of possibilities and constraints will determine optimum solutions. The opportunities for all involved in such leading-edge projects are endless, and those who recognise this will enjoy rich rewards.

Written by Antonio Campos e Matos of GEG Engineering Structures for Life

--[[User:ICPMA|ICPMA]] 19:17, 13 Mar 2022 (BST)

[[Category:International]] [[Category:Projects_and_case_studies]] [[Category:Sustainability]] [[Category:Construction_management]]

Sustainable Mobility Infrastructure - Connecting Cities and People

2022-03-13T19:15:57Z

ICPMA: Created page with "= A discussion paper = = Let’s re-evaluate and redesign our transportation systems to make the world a better place = == The paradigms - optimisation and sustainability == S..."

= A discussion paper =

= Let’s re-evaluate and redesign our transportation systems to make the world a better place =

== The paradigms - optimisation and sustainability ==

Sustainability cannot be achieved without addressing all three pillars of sustainable development which are environment, economy, and society - Brundtland Report (1987).

Sustainability isn't enough here's why we need to regenerate - Johan Rockström’s (COP26 November 2021).

For many decades, projects for railways, like many infrastructure proposals, followed the paradigm where solutions were based on the optimisation of investments, driven fundamentally by finding the balance between the cost and performance of the operation. The goal of achieving the best railway infrastructure was based on a few compliant factors, such as minimising travel time and maintenance, whilst maximising infrastructure availability. The investment cost, largely determined by the morphology of the land, was apportioned early on between the immediate Capex and deferred Opex costs. This later evolved to include considerations of life cycle, where the desired balance is estimated for the initial phase, and then subsequent phases, of project design. Just recently, more attention has also been focussed on the need to reduce environmental impacts.

Although the greenhouse effect associated with the release of CO2 has been studied since 1960 (David Keeling), the risk of it becoming a serious global problem has only recently been widely recognised, perhaps only since 2015. This world-wide urge to break the pace of global warming, mainly by reducing CO2 emissions, has brought about significant changes in the way we consider our environment, whether in food and energy production, in industry and manufacturing, construction, transport, and mobility.

The reduction of CO2 emissions is just part of the scope that determines the sustainability of investments. However, the urgency demanded by the global perception of the seriousness of that problem should not result in us ignoring others, such as those of an environmental, social, and economic nature.

Transport and transport infrastructure are seen as areas where the need to reduce CO2 emissions is more evident. In this context, investments in rail transport and in new mobility technologies, due to their easier migration to new propulsion systems from renewable energies, are arguably the most effective way to bring about the desired emission reduction.

In-line with this objective is a need to introduce changes in projects (including redesign), with implications that may, in part, overlap with the previous paradigm of optimising investments, specifically where the implementation of solutions achieve a reduction of CO2 emissions. The optimisation paradigm is thus becoming replaced by the sustainability paradigm.

Finally, other issues related to the safety and good performance of infrastructure, in the face of extreme phenomena and other changes to evolving climatic characteristics of buildings, do not constitute an area of special focus, as they have always been part of proper engineering. But it is still true that more needs to be done in this respect, to make all elements of our new developments more sustainable for future generations.

In Europe, funds are being allocated to encompass some of what is needed to bring about significant beneficial changes to the way that major infrastructure can be provided to increase mobility. Other parts of the world have similar goals and transportation is seen to be one of the necessary keys to stimulate economic growth. The way that projects are derived and delivered, between like-minded parties, with political support, is crucial. We must harness new innovations and technologies, and work in meaningful alliances, to ensure that all involved in such projects work together within a framework driven fundamentally by the common good.

== Redesign and better Project Management ==

We know that improved sustainability of railway investments will always result from the better understanding and combination of environmental, economic, and social aspects. There is, therefore, a need to redefine some concepts, solutions and parameters that support and frame such projects, ensuring they lead to more robust sustainability, in social, economic and environmental regeneration terms.

If, on the one hand, engineering welcomes the necessary changes to these new circumstances for projects, then positive results will occur. On the other hand, urgency may reduce the possibility of experimentation and the certainty of outcome in the performance of new solutions and new concepts.

It is natural that some of the new measures and solutions are not yet available, nor supported in codes or regulations produced for another design paradigm. Now is the time for consistent and innovative ideas in design and engineering that promote sustainability.

As always, railway investments are made by combining vehicles, their operation and management, with the necessary infrastructure. Changes to rolling stock, or their operation, may also necessitate changes to infrastructure.

We need to know what changes will be made in the future for trains and carriages to improve the sustainability of the investment. Will they consume less or different types of energy? How will the infrastructure be designed for the evolutionary transition of trains? Can journey times increase to meet trip sustainability? Can the reduction in speed in certain places, such as on some ramps, also contribute? Should the reduction in the cost of tunnels, by reducing the permitted speeds, be part of the equation?

For infrastructure, what can be questioned? Is the current constitution of the track platform sacrosanct, or can it be reconsidered and redesigned? For landfill, is it possible to use soils that, although not complying with the requirements of the codes, will have less environmental impact? Engineers and designers must search for new sustainable solutions but the codes and other requirements will need to flex to allow changes to be made to hitherto traditional methods. Best international practice involving Capex and Opex considerations will be need to be shared to optimise life cycle considerations. Our need is to find new, cheaper, faster and better solutions with outcomes that are both environmentally and socially positive. Regeneration of older infrastructure can also play a significant part in this process.

The positive interplay between the professional team, including the client, will always be critical to the success of any project. This must be managed from its inception, through the design feasibility and solution phases, and not just in subsequent phases of procurement and delivery. The Project Manager will need to embrace increased responsibility and be at the center of strategic decisions, bringing together the different parts of the project, directing how it should evolve. Professional competence is fundamental, with specific expert involvement where needed. Comprehensive analysis of possibilities and constraints will determine optimum solutions. The opportunities for all involved in such leading-edge projects are endless, and those who recognise this will enjoy rich rewards.

Written by Antonio Campos e Matos of GEG Engineering Structures for Life

<ICPMA>

[[Category:International]] [[Category:Projects_and_case_studies]] [[Category:Sustainability]] [[Category:Construction_management]]

User:ICPMA

2021-05-03T12:48:26Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA, Twitter at ICPMA2 or LinkedIn at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

[[Expo_2020_Dubai|Expo 2020 Dubai]]

[[Construction_Project_Management_Online:_what_works_and_what_is_to_come|Construction Project Management Online: what works and what is to come]]

Construction Project Management Online: what works and what is to come

2021-05-03T12:44:03Z

ICPMA:

= Overview =

One year ago, our lives suddenly changed with Covid-19. Since then we have moved from uncertainty to investigation, from fear to dedication, from lockdown to creativity. Globally we are now on a path that we all hope will lead us to a new and better normal.

= Covid-19 Transition Challenges - Professional & Personal =

I am a project manager who started as a civil engineer 15 years ago at GEG – an international engineering design and consultancy company, headquartered in Porto, Portugal. GEG began its internationalisation process in 2003 and since then it has developed engineering solutions in more than 30 countries. This was relevant for the way our teams adapted to this new reality, as we already embraced some procedures and an online culture, imposed by our work with other international consultants and due to our clients being spread around the world.

The impact on how our teams worked at GEG with the pandemic was significant, when most employees started working at home. However, some work practices that already existed, such as online meetings, BIM models of collaborative work on online platforms, and communication software between teams, helped this transition.

Once the first logistical and organisational difficulties were overcome, the doubts were huge: how would the teams react to the local situation of specific projects, when there were so many crucial deadlines to be met for such important projects? How would we stay focused and united?

The personal challenges are also significant, namely how to manage the balance between work and family in the best possible way? How do we stay emotionally enthusiastic about our work?

= Findings & Tips =

I did not have the answers to these questions, so I went to talk with some of my GEG colleagues and asked how they overcame their difficulties and how their teams reacted. I found that we should move forward by making time for conversation and to share experiences. In this way it is possible to learn from each other when we are facing such different and complex challenges.

Here are some important thoughts, representing only a small part of my learnings, but crucial none-the-less.

The first finding is that "There is no comparison between those who are at home working without children with those who have young children at home."

The difference is quite stark and understanding this, for management, is crucial.

Some of those without children went back to old hobbies and were able to schedule a glass of wine and an online chat with friends to help their emotional balance. Those with children had to pack toys, wash clothes and bibs, prepare meals, print schoolwork, do some sign language when also attending a professional meeting to instruct their children not to watch so much YouTube or to stop fighting with their siblings.

But on the other hand, parents also discovered skills that are sure to stay for a lifetime - the ability to focus attentively at a Zoom meeting while the children are running around in the room; multi-tasking with a call to the boss, while picking up the one-year-old son who is clinging to the electrical cables; or resilience by enduring heroically each passing day. In the evening, when the children sleep quietly, it is possible to realise that they help us to focus on what is essential in life, and force us to keep on the right path. This is nothing more than a strategic view of life and one that can also help us in business.

The second finding is that “The management of the teams went smoothly, and the deadlines were met.”

In the first lockdown, we had large projects underway with tight deadlines. We suddenly and quickly had to adjust the way we work. Using technological tools that we were already used to, promoting online meetings and also focusing on deadlines, with clear language and objectives, we were able to successfully provide the necessary responses. This methodology has been easily maintained over the past few months, although some tiredness is also being experienced as the months go by.

My colleagues helped with some tips - I like these and tried to implement them also at home. So here are my thoughts for a better way of teleworking:

* Keep routines
* Plan everything that can be planned: from the most important work tasks that really have to be done (giving priority); to meals at home (so you don't have to be thinking about what to cook at the last minute); "I get to plan the time that I will dedicate to the children and the time that I will be working"
* Be flexible: one has to adapt the planned tasks if there are unforeseen circumstances and requirements, both for family and professionally
* Be relative: in other words give your best knowing that this will not always be enough. Not all requests from children are so important, and not all requests from work will be so urgent
* Take a break: when teleworking, it is more difficult to take a moment to decompress and one can often work excessively. It is important to take a break in the middle of the morning or afternoon to reset, a time without screens
* Collaborate: both between teams, within the team, and with your teams at home

= Conclusion =

It was, and it is, possible to manage teams located in various geographies where each person is actually in their own home. It is sometimes harder to answer all the challenges, but many of us in the world are doing our best to succeed.

Some people like teleworking, others not so much and prefer to work in an office environment. But both these ways can work together, and why not? Appreciating this fact means that we can adapt the way we work in the future. We can find mixed ways of working, blend solutions, to allow us also to reduce our adverse ecological footprint and minimise the disadvantages inherent in commuting. This can be done whilst maintaining efficiency and balance at work, and both management and the professional teams must work hand-in-hand to make this happen. The time is right.

-----
Project Manager - GEG Engineering Structures For Life, Portugal: Raquel Campos e Matos

--[[User:ICPMA|ICPMA]] 13:44, 03 May 2021 (BST)

[[Category:International]] [[Category:Organisations]] [[Category:People]] [[Category:Projects_and_case_studies]]

Construction Project Management Online: what works and what is to come

2021-05-03T12:36:23Z

ICPMA: Protected "Construction Project Management Online: what works and what is to come" ([edit=author] (indefinite) [move=author] (indefinite))

= Overview =

One year ago, our lives suddenly changed with Covid-19. Since then we have moved from uncertainty to investigation, from fear to dedication, from lockdown to creativity. Globally we are now on a path that we all hope will lead us to a new and better normal.

= Covid-19 Transition Challenges - Professional & Personal =

I am a project manager who started as a civil engineer 15 years ago at GEG – an international engineering design and consultancy company, headquartered in Porto, Portugal. GEG began its internationalisation process in 2003 and since then it has developed engineering solutions in more than 30 countries. This was relevant for the way our teams adapted to this new reality, as we already embraced some procedures and an online culture, imposed by our work with other international consultants and due to our clients being spread around the world.

The impact on how our teams worked at GEG with the pandemic was significant, when most employees started working at home. However, some work practices that already existed, such as online meetings, BIM models of collaborative work on online platforms, and communication software between teams, helped this transition.

Once the first logistical and organisational difficulties were overcome, the doubts were huge: how would the teams react to the local situation of specific projects, when there were so many crucial deadlines to be met for such important projects? How would we stay focused and united?

The personal challenges are also significant, namely how to manage the balance between work and family in the best possible way? How do we stay emotionally enthusiastic about our work?

= Findings & Tips =

I did not have the answers to these questions, so I went to talk with some of my GEG colleagues and asked how they overcame their difficulties and how their teams reacted. I found that we should move forward by making time for conversation and to share experiences. In this way it is possible to learn from each other when we are facing such different and complex challenges.

Here are some important thoughts, representing only a small part of my learnings, but crucial none-the-less.

The first finding is that "There is no comparison between those who are at home working without children with those who have young children at home."

The difference is quite stark and understanding this, for management, is crucial.

Some of those without children went back to old hobbies and were able to schedule a glass of wine and an online chat with friends to help their emotional balance. Those with children had to pack toys, wash clothes and bibs, prepare meals, print schoolwork, do some sign language when also attending a professional meeting to instruct their children not to watch so much YouTube or to stop fighting with their siblings.

But on the other hand, parents also discovered skills that are sure to stay for a lifetime - the ability to focus attentively at a Zoom meeting while the children are running around in the room; multi-tasking with a call to the boss, while picking up the one-year-old son who is clinging to the electrical cables; or resilience by enduring heroically each passing day. In the evening, when the children sleep quietly, it is possible to realise that they help us to focus on what is essential in life, and force us to keep on the right path. This is nothing more than a strategic view of life and one that can also help us in business.

The second finding is that “The management of the teams went smoothly, and the deadlines were met.”

In the first lockdown, we had large projects underway with tight deadlines. We suddenly and quickly had to adjust the way we work. Using technological tools that we were already used to, promoting online meetings and also focusing on deadlines, with clear language and objectives, we were able to successfully provide the necessary responses. This methodology has been easily maintained over the past few months, although some tiredness is also being experienced as the months go by.

My colleagues helped with some tips - I like these and tried to implement them also at home. So here are my thoughts for a better way of teleworking:

* Keep routines
* Plan everything that can be planned: from the most important work tasks that really have to be done (giving priority); to meals at home (so you don't have to be thinking about what to cook at the last minute); "I get to plan the time that I will dedicate to the children and the time that I will be working"
* Be flexible: one has to adapt the planned tasks if there are unforeseen circumstances and requirements, both for family and professionally
* Be relative: in other words give your best knowing that this will not always be enough. Not all requests from children are so important, and not all requests from work will be so urgent
* Take a break: when teleworking, it is more difficult to take a moment to decompress and one can often work excessively. It is important to take a break in the middle of the morning or afternoon to reset, a time without screens
* Collaborate: both between teams, within the team, and with your teams at home

= Conclusion =

It was, and it is, possible to manage teams located in various geographies where each person is actually in their own home. It is sometimes harder to answer all the challenges, but many of us in the world are doing our best to succeed.

Some people like teleworking, others not so much and prefer to work in an office environment. But both these ways can work together, and why not? Appreciating this fact means that we can adapt the way we work in the future. We can find mixed ways of working, blend solutions, to allow us also to reduce our adverse ecological footprint and minimise the disadvantages inherent in commuting. This can be done whilst maintaining efficiency and balance at work, and both management and the professional teams must work hand-in-hand to make this happen. The time is right.

Raquel Campos e Matos

Project Manager

GEG Engineering Structures For Life, Portugal

<ICPMA>

[[Category:International]] [[Category:Organisations]] [[Category:People]] [[Category:Projects_and_case_studies]]

Construction Project Management Online: what works and what is to come

2021-05-03T12:35:47Z

ICPMA:

= Overview =

One year ago, our lives suddenly changed with Covid-19. Since then we have moved from uncertainty to investigation, from fear to dedication, from lockdown to creativity. Globally we are now on a path that we all hope will lead us to a new and better normal.

= Covid-19 Transition Challenges - Professional & Personal =

I am a project manager who started as a civil engineer 15 years ago at GEG – an international engineering design and consultancy company, headquartered in Porto, Portugal. GEG began its internationalisation process in 2003 and since then it has developed engineering solutions in more than 30 countries. This was relevant for the way our teams adapted to this new reality, as we already embraced some procedures and an online culture, imposed by our work with other international consultants and due to our clients being spread around the world.

The impact on how our teams worked at GEG with the pandemic was significant, when most employees started working at home. However, some work practices that already existed, such as online meetings, BIM models of collaborative work on online platforms, and communication software between teams, helped this transition.

Once the first logistical and organisational difficulties were overcome, the doubts were huge: how would the teams react to the local situation of specific projects, when there were so many crucial deadlines to be met for such important projects? How would we stay focused and united?

The personal challenges are also significant, namely how to manage the balance between work and family in the best possible way? How do we stay emotionally enthusiastic about our work?

= Findings & Tips =

I did not have the answers to these questions, so I went to talk with some of my GEG colleagues and asked how they overcame their difficulties and how their teams reacted. I found that we should move forward by making time for conversation and to share experiences. In this way it is possible to learn from each other when we are facing such different and complex challenges.

Here are some important thoughts, representing only a small part of my learnings, but crucial none-the-less.

The first finding is that "There is no comparison between those who are at home working without children with those who have young children at home."

The difference is quite stark and understanding this, for management, is crucial.

Some of those without children went back to old hobbies and were able to schedule a glass of wine and an online chat with friends to help their emotional balance. Those with children had to pack toys, wash clothes and bibs, prepare meals, print schoolwork, do some sign language when also attending a professional meeting to instruct their children not to watch so much YouTube or to stop fighting with their siblings.

But on the other hand, parents also discovered skills that are sure to stay for a lifetime - the ability to focus attentively at a Zoom meeting while the children are running around in the room; multi-tasking with a call to the boss, while picking up the one-year-old son who is clinging to the electrical cables; or resilience by enduring heroically each passing day. In the evening, when the children sleep quietly, it is possible to realise that they help us to focus on what is essential in life, and force us to keep on the right path. This is nothing more than a strategic view of life and one that can also help us in business.

The second finding is that “The management of the teams went smoothly, and the deadlines were met.”

In the first lockdown, we had large projects underway with tight deadlines. We suddenly and quickly had to adjust the way we work. Using technological tools that we were already used to, promoting online meetings and also focusing on deadlines, with clear language and objectives, we were able to successfully provide the necessary responses. This methodology has been easily maintained over the past few months, although some tiredness is also being experienced as the months go by.

My colleagues helped with some tips - I like these and tried to implement them also at home. So here are my thoughts for a better way of teleworking:

* Keep routines
* Plan everything that can be planned: from the most important work tasks that really have to be done (giving priority); to meals at home (so you don't have to be thinking about what to cook at the last minute); "I get to plan the time that I will dedicate to the children and the time that I will be working"
* Be flexible: one has to adapt the planned tasks if there are unforeseen circumstances and requirements, both for family and professionally
* Be relative: in other words give your best knowing that this will not always be enough. Not all requests from children are so important, and not all requests from work will be so urgent
* Take a break: when teleworking, it is more difficult to take a moment to decompress and one can often work excessively. It is important to take a break in the middle of the morning or afternoon to reset, a time without screens
* Collaborate: both between teams, within the team, and with your teams at home

= Conclusion =

It was, and it is, possible to manage teams located in various geographies where each person is actually in their own home. It is sometimes harder to answer all the challenges, but many of us in the world are doing our best to succeed.

Some people like teleworking, others not so much and prefer to work in an office environment. But both these ways can work together, and why not? Appreciating this fact means that we can adapt the way we work in the future. We can find mixed ways of working, blend solutions, to allow us also to reduce our adverse ecological footprint and minimise the disadvantages inherent in commuting. This can be done whilst maintaining efficiency and balance at work, and both management and the professional teams must work hand-in-hand to make this happen. The time is right.

Raquel Campos e Matos

Project Manager

GEG Engineering Structures For Life, Portugal

<ICPMA>

[[Category:International]] [[Category:Organisations]] [[Category:People]] [[Category:Projects_and_case_studies]]

Construction Project Management Online: what works and what is to come

2021-05-03T12:34:10Z

ICPMA: Created page with "= Overview = One year ago, our lives suddenly changed with Covid-19. Since then we have moved from uncertainty to investigation, from fear to dedication, from lockdown to creati..."

= Overview =

One year ago, our lives suddenly changed with Covid-19. Since then we have moved from uncertainty to investigation, from fear to dedication, from lockdown to creativity. Globally we are now on a path that we all hope will lead us to a new and better normal.

= Covid-19 Transition Challenges - Professional & Personal =

I am a project manager who started as a civil engineer 15 years ago at GEG – an international engineering design and consultancy company, headquartered in Porto, Portugal. GEG began its internationalisation process in 2003 and since then it has developed engineering solutions in more than 30 countries. This was relevant for the way our teams adapted to this new reality, as we already embraced some procedures and an online culture, imposed by our work with other international consultants and due to our clients being spread around the world.

The impact on how our teams worked at GEG with the pandemic was significant, when most employees started working at home. However, some work practices that already existed, such as online meetings, BIM models of collaborative work on online platforms, and communication software between teams, helped this transition.

Once the first logistical and organisational difficulties were overcome, the doubts were huge: how would the teams react to the local situation of specific projects, when there were so many crucial deadlines to be met for such important projects? How would we stay focused and united?

The personal challenges are also significant, namely how to manage the balance between work and family in the best possible way? How do we stay emotionally enthusiastic about our work?

= Findings & Tips =

I did not have the answers to these questions, so I went to talk with some of my GEG colleagues and asked how they overcame their difficulties and how their teams reacted. I found that we should move forward by making time for conversation and to share experiences. In this way it is possible to learn from each other when we are facing such different and complex challenges.

Here are some important thoughts, representing only a small part of my learnings, but crucial none-the-less.

The first finding is that "There is no comparison between those who are at home working without children with those who have young children at home."

The difference is quite stark and understanding this, for management, is crucial.

Some of those without children went back to old hobbies and were able to schedule a glass of wine and an online chat with friends to help their emotional balance. Those with children had to pack toys, wash clothes and bibs, prepare meals, print schoolwork, do some sign language when also attending a professional meeting to instruct their children not to watch so much YouTube or to stop fighting with their siblings.

But on the other hand, parents also discovered skills that are sure to stay for a lifetime - the ability to focus attentively at a Zoom meeting while the children are running around in the room; multi-tasking with a call to the boss, while picking up the one-year-old son who is clinging to the electrical cables; or resilience by enduring heroically each passing day. In the evening, when the children sleep quietly, it is possible to realise that they help us to focus on what is essential in life, and force us to keep on the right path. This is nothing more than a strategic view of life and one that can also help us in business.

The second finding is that “The management of the teams went smoothly, and the deadlines were met.”

In the first lockdown, we had large projects underway with tight deadlines. We suddenly and quickly had to adjust the way we work. Using technological tools that we were already used to, promoting online meetings and also focusing on deadlines, with clear language and objectives, we were able to successfully provide the necessary responses. This methodology has been easily maintained over the past few months, although some tiredness is also being experienced as the months go by.

My colleagues helped with some tips - I like these and tried to implement them also at home. So here are my thoughts for a better way of teleworking:

* Keep routines
* Plan everything that can be planned: from the most important work tasks that really have to be done (giving priority); to meals at home (so you don't have to be thinking about what to cook at the last minute); "I get to plan the time that I will dedicate to the children and the time that I will be working"
* Be flexible: one has to adapt the planned tasks if there are unforeseen circumstances and requirements, both for family and professionally
* Be relative: in other words give your best knowing that this will not always be enough. Not all requests from children are so important, and not all requests from work will be so urgent
* Take a break: when teleworking, it is more difficult to take a moment to decompress and one can often work excessively. It is important to take a break in the middle of the morning or afternoon to reset, a time without screens
* Collaborate: both between teams, within the team, and with your teams at home

= Conclusion =

It was, and it is, possible to manage teams located in various geographies where each person is actually in their own home. It is sometimes harder to answer all the challenges, but many of us in the world are doing our best to succeed.

Some people like teleworking, others not so much and prefer to work in an office environment. But both these ways can work together, and why not? Appreciating this fact means that we can adapt the way we work in the future. We can find mixed ways of working, blend solutions, to allow us also to reduce our adverse ecological footprint and minimise the disadvantages inherent in commuting. This can be done whilst maintaining efficiency and balance at work, and both management and the professional teams must work hand-in-hand to make this happen. The time is right.

Raquel Campos e Matos

Project Manager

GEG Engineering Structures For Life, Portugal

<signature>ICPMA

[[Category:International]] [[Category:Organisations]] [[Category:People]] [[Category:Projects_and_case_studies]]

User:ICPMA

2021-02-16T10:01:22Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA, Twitter at ICPMA2 or LinkedIn at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

[[Expo_2020_Dubai|Expo 2020 Dubai]]

Expo 2020 Dubai

2021-02-16T09:57:26Z

ICPMA:

{|
|width="100%"| [[File:Al_Wasl_Plaza.jpg|link=File:Al_Wasl_Plaza.jpg]]
|-
|
Expo 2020 Dubai, Dubai, United Arab Emirates

Client: Dubai Expo 2020

Project Management Consultant: Turner & Townsend, UAE: Peter Day Senior Project Manager

Project Role: Seconded into the Dubai Expo 2020 to provide in-house project management services. Primarily leading and coordinating a multi-disciplinary team from across the globe to deliver a number of confidential pavilions and front of house event architecture.
|}

= Overview =

The World Expo is a large global gathering of nations designed to find solutions to pressing challenges of our times, and this year was scheduled to be held in Dubai from October 2020 - March 2021. Due to the ongoing pandemic, the opening has been postponed to October 1st 2021. The Expo development site is approximately 4 km long and 1.8 km wide covering a total of 438 hectares.

= Construction project management in the global event industry – observations so far =

When considering both mainstream and event construction project management, it is clear that both types of construction projects require a clearly defined brief, robust project plan, shared success criteria and best practice project management tools and techniques. However, there are some subtle differences in event construction project management processes compared to non-event construction project management.

The event industry differs from the open construction market primarily due to the impermanent nature of the built assets in event construction. Due to this, the responsibilities for the design, installation, maintenance and removal of all scope associated with the built asset tends to fall on the contractor as opposed to the typical collection of different organisations and teams. This leads to notable differences in the way projects are procured, designed and delivered.

[[File:Expo_2020's_Thematic_Districts_.jpg|link=File:Expo_2020's_Thematic_Districts_.jpg]]

Finally, there are also subtle contractual differences. Although the FIDIC suite of contracts are used in both the event industry and wider construction market, in event construction the transfer of title and specifically the contractor’s materials and facilities are often procured on a rental basis, whereby title of materials and assets does not transfer to the client. This is due to the buildings and infrastructure being constructed on a temporary basis with the contractor’s scope extending into post-handover maintenance and post event removal.Additionally, there are differences in procurement. The Middle East construction market typically favours a traditional procurement practice (full client design competitively tendered and awarded for the lowest price), which can often lead to an adversarial environment. Conversely, the event industry uses more collaborative, modern procurement methods such as design and build construction contracts and consultant framework agreements. Dubai Expo 2020 has successfully adopted these collaborative principles which can be seen by contract sums and payment milestones being set early in the design process. Also, there are strong examples of integrated client, contractor, and design teams all formally engaged to work collaboratively throughout the design and delivery process.

= Final thoughts =

Overall, it is clear that general construction project management strategies such as formally engaging in commercial transparency and team collaboration early on in the delivery process, provide projects and team members the best chance of success across every type of construction project. However, it important to recognise that within each type of construction project always lay subtle differences and it is important to be aware of them, be flexible and adaptable to each individual project in order to succeed.

--[[User:ICPMA|ICPMA]] 09:57, 16 Feb 2021 (BST)

[[Category:International]] [[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Construction_management]] [[Category:Contracts_/_payment]] [[Category:Design]] [[Category:Procurement]]

Expo 2020 Dubai

2021-02-16T09:56:51Z

ICPMA:

{|
|width="100%"| [[File:Al_Wasl_Plaza.jpg|link=File:Al_Wasl_Plaza.jpg]]
|-
|
Expo 2020 Dubai, Dubai, United Arab Emirates

Client: Dubai Expo 2020

Project Management Consultant: Turner & Townsend, UAE: Peter Day Senior Project Manager

Project Role: Seconded into the Dubai Expo 2020 to provide in-house project management services. Primarily leading and coordinating a multi-disciplinary team from across the globe to deliver a number of confidential pavilions and front of house event architecture.
|}

= Overview =

The World Expo is a large global gathering of nations designed to find solutions to pressing challenges of our times, and this year was scheduled to be held in Dubai from October 2020 - March 2021. Due to the ongoing pandemic, the opening has been postponed to October 1st 2021. The Expo development site is approximately 4 km long and 1.8 km wide covering a total of 438 hectares.

= Construction project management in the global event industry – observations so far =

When considering both mainstream and event construction project management, it is clear that both types of construction projects require a clearly defined brief, robust project plan, shared success criteria and best practice project management tools and techniques. However, there are some subtle differences in event construction project management processes compared to non-event construction project management.

The event industry differs from the open construction market primarily due to the impermanent nature of the built assets in event construction. Due to this, the responsibilities for the design, installation, maintenance and removal of all scope associated with the built asset tends to fall on the contractor as opposed to the typical collection of different organisations and teams. This leads to notable differences in the way projects are procured, designed and delivered.

[[File:Expo_2020's_Thematic_Districts_.jpg|link=File:Expo_2020's_Thematic_Districts_.jpg]]

Finally, there are also subtle contractual differences. Although the FIDIC suite of contracts are used in both the event industry and wider construction market, in event construction the transfer of title and specifically the contractor’s materials and facilities are often procured on a rental basis, whereby title of materials and assets does not transfer to the client. This is due to the buildings and infrastructure being constructed on a temporary basis with the contractor’s scope extending into post-handover maintenance and post event removal.Additionally, there are differences in procurement. The Middle East construction market typically favours a traditional procurement practice (full client design competitively tendered and awarded for the lowest price), which can often lead to an adversarial environment. Conversely, the event industry uses more collaborative, modern procurement methods such as design and build construction contracts and consultant framework agreements. Dubai Expo 2020 has successfully adopted these collaborative principles which can be seen by contract sums and payment milestones being set early in the design process. Also, there are strong examples of integrated client, contractor, and design teams all formally engaged to work collaboratively throughout the design and delivery process.

= Final thoughts =

Overall, it is clear that general construction project management strategies such as formally engaging in commercial transparency and team collaboration early on in the delivery process, provide projects and team members the best chance of success across every type of construction project. However, it important to recognise that within each type of construction project always lay subtle differences and it is important to be aware of them, be flexible and adaptable to each individual project in order to succeed.

<signature>ICPMA

[[Category:International]] [[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Construction_management]] [[Category:Contracts_/_payment]] [[Category:Design]] [[Category:Procurement]]

Expo 2020 Dubai

2021-02-16T09:54:33Z

ICPMA: Protected "Expo 2020 Dubai" ([edit=author] (indefinite) [move=author] (indefinite))

{|
|width="100%"| [[File:Al Wasl Plaza.jpg]]
|-
|
Expo 2020 Dubai, Dubai, United Arab Emirates

Client: Dubai Expo 2020

Project Management Consultant: Turner & Townsend, UAE: Peter Day Senior Project Manager

Project Role: Seconded into the Dubai Expo 2020 to provide in-house project management services. Primarily leading and coordinating a multi-disciplinary team from across the globe to deliver a number of confidential pavilions and front of house event architecture.
|}

= Overview =

The World Expo is a large global gathering of nations designed to find solutions to pressing challenges of our times, and this year was scheduled to be held in Dubai from October 2020 - March 2021. Due to the ongoing pandemic, the opening has been postponed to October 2021. The Expo development site is approximately 4 km long and 1.8 km wide covering a total of 438 hectares.

= Construction project management in the global event industry – observations so far =

When considering both mainstream and event construction project management, it is clear that both types of construction projects require a clearly defined brief, robust project plan, shared success criteria and best practice project management tools and techniques. However, there are some subtle differences in event construction project management processes compared to non-event construction project management.

The event industry differs from the open construction market primarily due to the impermanent nature of the built assets in event construction. Due to this, the responsibilities for the design, installation, maintenance and removal of all scope associated with the built asset tends to fall on the contractor as opposed to the typical collection of different organisations and teams. This leads to notable differences in the way projects are procured, designed and delivered.

[[File:Expo 2020's Thematic Districts .jpg]]

Finally, there are also subtle contractual differences. Although the FIDIC suite of contracts are used in both the event industry and wider construction market, in event construction the transfer of title and specifically the contractor’s materials and facilities are often procured on a rental basis, whereby title of materials and assets does not transfer to the client. This is due to the buildings and infrastructure being constructed on a temporary basis with the contractor’s scope extending into post-handover maintenance and post event removal.Additionally, there are differences in procurement. The Middle East construction market typically favours a traditional procurement practice (full client design competitively tendered and awarded for the lowest price), which can often lead to an adversarial environment. Conversely, the event industry uses more collaborative, modern procurement methods such as design and build construction contracts and consultant framework agreements. Dubai Expo 2020 has successfully adopted these collaborative principles which can be seen by contract sums and payment milestones being set early in the design process. Also, there are strong examples of integrated client, contractor, and design teams all formally engaged to work collaboratively throughout the design and delivery process.

= Final thoughts =

Overall, it is clear that general construction project management strategies such as formally engaging in commercial transparency and team collaboration early on in the delivery process, provide projects and team members the best chance of success across every type of construction project. However, it important to recognise that within each type of construction project always lay subtle differences and it is important to be aware of them, be flexible and adaptable to each individual project in order to succeed.

[[Category:International]] [[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Construction_management]] [[Category:Contracts_/_payment]] [[Category:Design]] [[Category:Procurement]]

Expo 2020 Dubai

2021-02-16T09:53:54Z

ICPMA: Created page with "{| |width="100%"| File:Al Wasl Plaza.jpg |- | Expo 2020 Dubai, Dubai, United Arab Emirates Client: Dubai Expo 2020 Project Management Consultant: Turner & Townsend, UAE..."

File:Expo 2020's Thematic Districts .jpg

2021-02-16T09:50:11Z

ICPMA: Expo 2020's Thematic Districts

Expo 2020's Thematic Districts

File:Al Wasl Plaza.jpg

2021-02-16T09:40:58Z

ICPMA: Al Wasl Plaza

Al Wasl Plaza

Re-starting construction in a COVID-19 environment

2021-01-04T18:28:26Z

ICPMA: Protected "Re-starting construction in a COVID-19 environment" ([edit=author] (indefinite))

= Introduction =

On 27th March 2020, the Irish Government closed the construction industry as part of its measures to control the spread of the Coronavirus. This virus was spreading across the world, infecting millions of people and taking the lives of hundreds of thousands. The measures were to remain in place until 18 May 2020, when the industry would begin the process of re-opening.

= Ireland's social distancing measures =

Different countries took different approaches to construction during their virus containment phase, many allowing work to continue but with restrictions in place to prevent spread of the virus on-site. As Ireland approached the restart, there was a requirement for consistency across the sites in respect of the appropriate procedures to put in place. Some essential work had continued – that which was deemed essential to stopping the spread of COVID-19 – and lessons learned from this work, in addition to guidance documents from trade and professional bodies, provided a framework for the required procedures for the construction restart.

To slow the virus, the two-metre social distancing measures, regular hand washing and surface cleaning/disinfecting had shown effectiveness in slowing the spread of the virus in every country. The restart to construction would set out procedures that would instil this activity into the workplace. With that in mind, the following measures became common on construction sites all over the world to maintain two-metre distance between individuals:

* Reduce congestion by allowing staggered start/finish times for different groups of workers.
* Provide more than one entry/exit point for workers to the site.
* Increase the provision of welfare facilities.
* Stagger meal breaks.
* Assess where congestion might occur and provide one way systems in these areas (e.g. stairs are either up or down, but not both).
* Where an activity cannot be completed without people working within two metres, carry out a task assessment to determine: If the task is actually necessary; If the task can be done in a different way so as to allow social distancing (e.g. by the use of machinery); If the task can be done safely using extra PPE.
* Provide extra car parking to allow social distancing when travelling to/from work.

= Infection control =

Extra hand washing facilities would be provided at the entrance to the site, and further hand washing stations would be provided at several locations throughout the site. A constant cleaning/disinfecting regime would be introduced to ensure that infection transmission risk would be reduced to a level that was as low as possible. Individuals would be appointed as COVID-19 Compliance Officers to ensure that the measures would be followed by everyone on site.

To prevent infection on-site, only those who were actually required to carry out work on the sites were allowed to be there. Different countries had slightly different pre-site procedures but most opted for the requirement for the workers to complete a declaration confirming that:

* They had none of the common symptoms of the virus.
* They had not been in contact with anyone with the symptoms.
* They had not been out of the country in the last 14 days.

In different jurisdictions and depending on the technology available on-site, this would either be an online or paper-based declaration. On presentation of this declaration, the body temperature readings of the workers would be taken prior to entry to the site and anyone displaying an elevated temperature would not be allowed on-site.

Various pre-return requirements were introduced, such as the Irish Construction Industry Federation C-19 Induction, the issuance of the COVID-19 guidelines from Build UK and the publication of the OSHA COVID-19 Guidance for the Construction Workforce in the US.

= Acceptable safety levels =

Essentially, this guidance is constant across different countries. It is worth noting however that the guidance being given is not a new set of regulations. It is an interpretation of the information that is available that will lead to an acceptable standard of safety in a COVID-19 environment. This will be an important point to consider in the contractual and financial ramifications of COVID-19 on construction operations.

On returning to work, each worker is required to undergo a site-specific COVID-19 induction, giving details of the measures specific to that site in respect of the logistics onsite, the reporting protocols, the requirements for travelling to/from work and what to do if a suspected case of the virus was found on-site. These inductions are to be reinforced with regular toolbox talks, clarifying updates in protocols and site specific measures as the construction work progresses.

The use of masks is always a requirement in a dusty environment, but as a COVID-19 prevention measure their use is looked at differently in different countries. In the Far East, they are encouraged, but in Europe there is no clear advice to use them, whilst in the US, there is mixed opinion on their value in a construction environment (a requirement in New Jersey and Washington state, a recommendation in a further handful of states and not mentioned at all elsewhere).

= Importance of signage =

Common to all jurisdictions is the increased use of signage, clarifying the new protocols and giving clear direction on the procedures to be followed.

Depending on the size of the project, some extra measures are being introduced such as:

* Cameras that read temperature rather than hand held devices.
* Use of wearable technology to establish the busy parts of the site and to assist in contract tracing in the event of an outbreak.
* Roll out of project specific or company specific apps to increase safety (both for information and for processing site check in/out).
* Split shifts, where the workforce is divided into two groups, one starting when the first finishes.

= Labour concerns =

There are also considerations where the contractor uses migrant labour. This is generally not an issue in Northern Europe, but in the Far East, strict protocols are in place to keep COVID-19 out of such communities, to avoid a repeat of the outbreak in Singapore in several dormitories where such workers were housed.

As work recommences, the evidence coming from various countries that worked through the crisis is that productivity can recover to approximately 80% of pre-COVID levels. The focus is now turning to the cost and contractual issues that have arisen in this crisis.

As yet, there is no clear, consistent picture of how these issues will resolved. What will be interesting will be the effect that these measures will have on tender prices and how construction will change into the future.

-----
This view from Ireland comes from Dr Louis Gunnigan from the Technological University of Dublin.

--[[User:ICPMA|ICPMA]]

= Related articles on Designing Buildings Wiki =

* Beyond the pandemic.
* Building services and health risk resilient buildings.
* CICV creates COVID toolkit.
* Construction sites urged to integrate test and trace.
* Coronavirus and the construction industry.
* Coronavirus job retention scheme.
* Engineering services bodies issue coronavirus site safety guides.
* New deal for infrastructure 2020.
* Plan proposes to reinvent construction industry.
* Site safety.
* Social distancing compliance marshal.
* Social distancing on construction sites.

[[Category:DCN_News]] [[Category:International]] [[Category:News]] [[Category:Health_and_safety_/_CDM]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Property_development]]

Construction strategies for SE Asia

2021-01-04T18:27:49Z

ICPMA: Protected "Construction strategies for SE Asia" ([edit=author] (indefinite))

= Introduction =

Countries in SE Asia are investing in major projects to modernise societies. This article looks at two initiatives that need to happen quickly along with two other related observations.

= Priority setting =

The construction industry needs to be prioritised. Ramping up construction activity will increase total output and will also provide much needed employment - the industry is amongst the largest employers of labour and professionals. Consumer spending will be stimulated too, helping other sectors to recover.

Priority should be for major infrastructure and large building projects where physical distancing is possible (due to post COVID-19 measures) and easier to implement. Since the availability of many materials will be restricted due to the lockdowns, governments need to create policies that will guarantee supplies will remain sufficient for critical projects. Non-critical projects should remain inactive until the supply of materials normalises.

Companies will be reviewing their strategic priorities, and some projects may be cancelled, put on hold or re-planned for performance and profitability. Companies will want to finish projects that are almost complete, to collect the payments in order to survive.

= Design factors =

Professionals who can undertake quick and efficient planning, and those with proven experience, will be in high demand. I identify those with cost and time control skills as being crucial in order to complete projects successfully.

Requirements for design may slow down as some projects will go through strategic realignments; and new projects will take longer to come to light. Some pre-design feasibility work for new projects will still be undertaken.

It is crucial that construction projects are kick-started in this region in the earliest timescales possible, otherwise the long-term impacts of the corona pandemic will take years to eradicate and the progress that was once enjoyed will be lost.

-----
The piece was first published on 4 May 2020 under the title, '[https://postcorona2020.com/whats-happening-in-se-asia/ What's happening in SE Asia?]' on Post Corona 2020. It was written by Brian Regalado, Ambassador for the International Construction Project Management Association (ICPMA) and architect, educator and construction project manager.

--[[User:ICPMA|ICPMA]]

= Related articles on Designing Buildings Wiki =

* Coronavirus and the construction industry.
* Design.
* Infrastructure.
* Supply chains in construction.
* Supply chain management.

[[Category:International]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Design]]

Innovation - the key to success

2021-01-04T18:27:28Z

ICPMA: Protected "Innovation - the key to success" ([edit=author] (indefinite))

= Introduction =

Architects, engineers and project managers in today’s world find innovation and new techniques everywhere they look, and it is sometimes hard to pick out the special ones that will make a step-change difference to the quality of delivery of building projects.

= International Construction Project Management Association =

The International Construction Project Management Association (ICPMA) works across different continents and seeks to find those new ideas that can be used by many, for the good of many. One way the organisation does this is to run an annual awards programme that celebrates innovation and quality.

The initial work and drive behind the awards came from former ICPMA president Wilhelm Reismann. It also included the first yearbook and the formation of YICPMA for young professionals. ICPMA’s international platform has helped it to create professional friendships that celebrate successes around the world.

= 2018 award - assessing risk =

In 2018, we recognised the work of RiskConsult GmbH, from Innsbruck, who worked with John Reilly International from the USA and Lima Airport Partners from Peru, to devise a new process for assessing risk in mega projects. These partners realised that the management of cost and scheduling of time had mostly been treated separately, rather than in an integrated way. Knowing that time delays are often the root cause for severe cost overruns, an integrated innovative new process was needed to help those designing projects to plan for them in a more effective and accurate way.

The new methodology involved:

* An open risk culture.
* The separation of base cost, risk and escalation.
* A full account of cost and time uncertainties at the beginning of the process.
* Integration of cost and time schedules.
* A continuous monitoring of risk throughout the life of the project.

The software developed is called RIAAT and has also been used in several other projects including GKI (Gemeinschaftskraftwerk Inn) and the Brenner Base Tunnel in Austria and other examples in Germany, Switzerland, USA and Canada.

= 2018 award - 3D printing =

2018 also witnessed ICPMA making a product innovation award to the 3D Printed Office in Dubai. 3D printing was adapted for construction and used for the first time in a commercial project.

The so called ‘Office of the Future’ consists of approximately 300sqm of space, printed layer by layer using a 20-foot-tall 3D printer located in Shanghai, China. Each structural component was built using innovative 3D printing technology, combining a mixture of Special Reinforced Concrete (SRC) and recycled construction material.

The completed building now serves as the management office for the Museum of the Future project being built on an adjacent site. It provides the headquarters for the Dubai Future Foundation, an organisation that will help to deliver smart technologies throughout the Emirates.

= 2019 award - REOS pilot project =

2019 saw ICPMA reward the REOS Pilot Project Living House in Berlin. This project houses 172 students in 53 fully furnished shared apartments. It is Germany's first digital student residence and is based on the holistic digitalisation of marketing and operating processes via the REOS technology (Real Estate Operation System).

This cutting edge building allows ownership, expression of interest, payments, contracts, and handover to be handled entirely online. Living there is made easy by the simple to use management systems designed and engineered into the building from the outset, with the comfort of end user being the primary driver.

The reality is that each of these award winners used process, product and management innovation to different degrees to create special and cutting edge projects. With our fast-changing world, knowing that both clients and the whole professional team must ‘up their game’, the need to combine all three is now paramount in the quest to create successful places for future generations to live and work.

-----
This article was written by Christina Stoltz ICPMA President, Philip Sander ICPMA Vice President and Nick Smith ICPMA Executive Officer.

--[[User:ICPMA|ICPMA]]

= Related articles on Designing Buildings Wiki =

* 3D printing in construction.
* Advanced construction technology.
* Construction innovation.
* Risk assessment for construction.

[[Category:International]] [[Category:Organisations]] [[Category:DCN_Organisation]] [[Category:Projects_and_case_studies]] [[Category:DCN_Project_Knowledge]] [[Category:Construction_management]]

100 Union Street London

2021-01-04T18:27:14Z

ICPMA: Protected "100 Union Street London" ([edit=author] (indefinite))

{|
|width="100%"| [[File:Union_St_Concept_1.png|link=File:Union_St_Concept_1.png]]
|-
|
100 Union Street, London, England.

Client: Southwark and Southbank Ltd.

Project Manager: Buro Four, London.

Architect: AHMM.
|}

= Background =

The Union Street development in Southwark was a passion, as well as a business endeavour, for the client. The project was driven by quality, sustainability and unique modern design, with a view to a creating a special and memorable place together with a stimulating working environment in this lively and ever-improving area of London.

100 Union Street is a new-build office for a small, hands-on development company. This Design and build development has an area of 25,000 sq ft GIA. There is a significant emphasis on design and quality. The design is an honest, raw, industrial feel, with bare concrete, crittall-style glazing and exposed services.

= Details =

Located on a brownfield site adjacent to a Network Rail viaduct, the 4-storey building consists of piled foundations, a concrete frame and brickwork, along with aluminium industrial-style glazing. The commercial office space displays exposed services, raised timber access floors and acoustic-slatted timber internal cladding. The third floor has a spectacular board-marked concrete soffit and a roof terrace with views of The Shard, for communal use on the top of the building.

[[File:Union_St_Concept_2.png|link=File:Union_St_Concept_2.png]]

= Community =

The client made the site available for community benefit throughout the pre-construction stages of the project This included a pop-up lido, urban orchard, community educational garden and a boating lake.

[[File:Union_St_Actual_1.jpg|link=File:Union_St_Actual_1.jpg]]

= Sustainability =

The project achieved a BREEAM excellent rating. Sustainable materials were used as much as possible, including the recycling of the board-marking planks for the third floor soffit for use as the final decking for the roof terrace. The project used photo-voltaics and an Uponor heating and cooling system within the concrete frame. The main staircase is designed to encourage the use of the stairs rather than the lift, to promote health and wellbeing.

[[File:Union_St_Internal_1.png|link=File:Union_St_Internal_1.png]]

= Collaboration =

Collaboration drove the process. The whole team maintained an excellent working relationship throughout the project and genuinely enjoyed the build. Openness and transparency ensured that problem-solving occurred early throughout the process and solutions were implemented quickly. Any disagreements were discussed and worked through in face-to-face conversations.

Fairness and morality were upheld as key principles throughout the project and decisions and resolutions were concluded with this in mind. This meant that an outstanding building was delivered to the expected budget.

In summary, the project was a success in both quality and process and surpassed all client expectations. Much of this was due to the hands on approach of the Buro Four project management team whose philosophy from the outset was driven by a desire to work together in a spirit of alliance.

100 Union Street won the ICPMA Full Award for Alliance in 2018. For further information contact icpmamembers@gmail.com or visit [http://www.icpma.net http://www.icpma.net].

--[[User:ICPMA|ICPMA]] 10:45, 28 Dec 2018 (BST)

= Related articles on Designing Buildings Wiki =

* 3D Printed Office Dubai.
* National Museum of Qatar.
* BREEAM.
* Wellbeing.

[[Category:Projects_and_case_studies]] [[Category:DCN_Project_Knowledge]] [[Category:BREEAM]] [[Category:Sustainability]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Design]]

National Museum of Qatar

2021-01-04T18:24:52Z

ICPMA: Protected "National Museum of Qatar" ([edit=author] (indefinite))

{|
|width="100%"| [[File:Nat_Museum_Qatar_1_copy.jpg|link=File:Nat_Museum_Qatar_1_copy.jpg]]
|-
|
National Museum of Qatar, Doha, Qatar

Client: Qatar Museums

Project Manager: ASTAD
|}

= Overview =

The National Museum of Qatar is one of the Middle East’s most iconic landmarks. The design reflects the desert rose, commonly found beneath the sands of the Gulf region, and comprises an organically-propagating series of interlocking disks that surround the main structure, creating a ring of gallery spaces circling a central court. The interlocking disks that compose the building are representative of rose petals, each positioned at different angles. These disks are made of steel truss structures assembled in a hub-and-spoke arrangement, clad in glass fibre reinforced concrete panels.

Three aspects were critical during the inception and delivery of this building in order for it to fulfil the objectives set by the client:

* Design.
* Cutting-edge technology.
* Sustainability.

= Design =

Conceptually, the National Museum of Qatar follows an undulating loop that gently rises and falls, replicating the natural contours of the desert. At the end of the loop, visitors can explore Fariq Al Salatah Palace, a historic building which forms an integral part of the museum.

Large windows reveal glimpses of the caravanserai, the museum’s gardens and Doha Bay. Thirteen permanent galleries occupy the interior like nomad camps, telling the story of Qatar’s natural, cultural and political history from ancient times to the present. Columns concealed within the vertical disks carry the weight of the structure’s petals to the ground. Deep disk-shaped sun-breaker elements filter incoming sunlight and provide shade.

The building provides 8000m2 of permanent gallery space, 2000m2 of temporary gallery space, a 220-seat auditorium, a food forum and TV studio, two cafés, a restaurant and a museum shop. It is surrounded by a 115,000m2 park with an artificial lagoon and parking for 400 vehicles.

[[File:Download-2_copy.jpg|link=File:Download-2_copy.jpg]]

= Technology =

Building information modelling (BIM) played a major role in shaping the project management methodology, providing state-of-the-art solutions to ensure the smooth transition of the project through its life-cycle.

Importantly, BIM facilitated greater coherence for all stakeholders, and ultimately reduced the length of the development process. Due to the complex design of the museum, the major challenge was to be able to accurately visualise the design from all angles. BIM allowed this to happen. ASTAD also used its flagship technology SINAN to connect the client, project teams, contractors, suppliers, architects, consultants and all other relevant stakeholders, optimising the collaborative experience throughout.

= Sustainability =

The building is designed for USGBC LEED 2.2 Silver rating. It provides passive shading from the sun, reducing solar gain to both solid and glazed areas as well as providing comfort to people moving around the perimeter. Deep overhangs provide a target cut-off angle of 30º, based on an analysis of solar data for Doha. The facade panels are double glazed, low E, Aragon filled, to reduce air conditioning energy consumption.

Fresh air usage is adjusted to match occupancy rates using CO2 sensing, with air recirculated wherever possible and full recirculation when the galleries are unoccupied. The project is designed to achieve 21% energy savings, with indoor water consumption 26% lower than industry standards. Selecting native and adaptive landscape species has reduced landscape water consumption by 55% by using indigenous grasses and plants, such as pomegranate trees, date palms, herbs and the Sidra, the national tree of Qatar.

The National Museum of Qatar achieved an ICPMA IQ Distinction Award in 2018. For more information email icpmamembers@gmail.com.

--[[User:ICPMA|ICPMA]] 14:51, 23 Dec 2018 (BST)

= Related articles on Designing Buildings Wiki =

* 3D Printed Office Dubai.
* Building information modelling.
* Leadership in Energy and Environmental Design LEED.
* Solar shading.
* Top Architectural Wonders of Dubai.
* Burj al Arab, Dubai.
* Hyperloop in Dubai.

[[Category:International]] [[Category:Projects_and_case_studies]] [[Category:DCN_Project_Knowledge]] [[Category:Research_/_Innovation]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Construction_techniques]] [[Category:Design]] [[Category:Products_/_components]] [[Category:DCN_Product_Knowledge]]

3D Printed Office Dubai

2021-01-04T18:24:32Z

ICPMA: Protected "3D Printed Office Dubai" ([edit=author] (indefinite))

{|
|width="100%"| [[File:3D_office_interior.jpg|link=File:3D_office_interior.jpg]]
|-
|
3D Printed Office of the Future, Dubai, United Arab Emirates.

Client: The Prime Minister's Office of Dubai.

Project Manager: PMK International Consult LLC.
|}

= Context =

Construction in the UAE is a $44 billion industry that employs approximately 34% of the population and the Dubai Government is continually looking for ways to innovate and improve its efficiency. By 2030, the Dubai Future Agenda, aims to have 25% of Dubai’s construction made by 3D printed technology. Globally, 3D printed technology is estimated to add $300 billion to the world economy by 2025.

The Office of the Future is the world’s first 3D printed office building. 3D printing is an innovative method that has been adapted for construction and was used here for the first time in a commercial project.

The project consists of approximately 350sqm of office space, printed layer by layer, using a 20-foot-tall 3D printer, located in, Shanghai, China. Each structural component was built using innovative 3D printing technology, combining a mixture of Special Reinforced Concrete (SRC) and recycled construction material.

Now complete, the building serves as the management office for the ‘Museum of the Future’ project and provides a headquarters for the Dubai Future Foundation, an organisation that will help to deliver smart technologies to the Emirates, including driverless cars and other cutting edge technologies.

[[File:3D_office.jpg|link=File:3D_office.jpg]]

= Delivery =

One benefit of the 3D printing methodology was the speed at which the building was completed. After the design model had been prepared, it took only seventeen days to print the entire structure, and installation on site took just two days.

The speed of installation significantly reduced the number of personnel involved in the site phase. The labour involved in the printing process included just one staff member to monitor the functioning of the printer and seven operatives to instal the building components on site. As a result, the labour cost was cut significantly compared to conventional buildings of similar size, which has clear advantages for the future of construction.

= Results and benefits =

The international significance of the delivery of this building cannot be underestimated. 3D printing of buildings can be likened to the early mobile phone technology of the 1980’s and 1990’s. The first mobile phone was the size of a small family car, heavy and impractical. If Motorola had not had a vision for how this technology would develop in the future, the smartphones of today might not exist.

From a practical perspective, an inspirational office building has been created. This is fundamental for the creative space in which the Dubai Future Foundation will collaborate and foster innovative ideas and concepts for design and application in the future.

The result of this project is a unique, futuristic and compact office building. The interior of the building follows a minimalistic design that encourages collaborative working and creative thinking. Features include interactive idea walls, open plan communal areas with natural foliage, and large glass windows for natural light. In addition there are fully-automated building management systems to regulate temperature, lighting, solar shading and audio-visual equipment.

[[File:3D_office_exterior.jpg|link=File:3D_office_exterior.jpg]]

= Conclusion =

Fundamentally, the project has demonstrated that it is possible to design, create and build a 3D printed office building. This has generated valuable data and a realistic benchmark for time frames for future 3D printed building projects. The project represents one of the most exciting research and development construction projects anywhere in the world.

The 3D Printed Office of the Future won the ICPMA Full Award for IQ 2018. For more information email icpmamembers@gmail.com.

--[[User:ICPMA|ICPMA]] 14:49, 23 Dec 2018 (BST)

= Related articles on Designing Buildings Wiki =

* 3D concrete printer.
* 3D concrete printing market.
* 3D printed bridge.
* 3D printing in construction.
* 3D printing Michelangelo's David in concrete.
* Advanced construction technology.
* At a glance - 3D printing.
* Building information modelling.
* Computer aided manufacturing.
* National Museum of Qatar.
* Printing 3D models of buildings.
* Real estate investment in Dubai.
* WikiHouse.

[[Category:DCN_Research,_Development_and_Innovation]] [[Category:International]] [[Category:Projects_and_case_studies]] [[Category:Research_/_Innovation]] [[Category:Construction_management]] [[Category:Design]] [[Category:Procurement]] [[Category:Products_/_components]]

User:ICPMA

2021-01-04T18:24:01Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA, Twitter at ICPMA2 or LinkedIn at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

Digital Transformation in the Construction Project Management Industry

2021-01-04T18:21:00Z

ICPMA: Protected "Digital Transformation in the Construction Project Management Industry" ([edit=author] (indefinite))

[[File:Digital_Transformation.jpg|link=File:Digital_Transformation.jpg]]

= Introduction =

The key concept of digital transformation has clung persistently to the construction industry for more than a decade now, yet the industry continues to face considerable challenges in properly implementing it. The major one being to appreciate fully that the construction industry has a completely different attitude when it comes to the implementation of new technology.

Our industry is complex when it comes to retrieving and processing information. Unlike general IT, where information is processed in binary numbers and difficulties are solved using algorithms, human interaction plays a significant part in construction, with problems often being resolved using communication tools by the active participants of a particular project. This interaction aspect naturally makes construction a unique industry with numerous complexities.

= Objectives =

The clear objective of digital transformation in construction is to reduce the need for rework and to make the construction management process more efficient. With the construction process being both unique and dynamic, its successful implementation becomes even more complex and needs an innovative technology that can first reduce this cognitive complexity and then make the process linear. This will naturally lead us to the ultimate goal of becoming lean. BIM can gently ease out the construction process in all the distinct phases, typically starting from design and moving through to efficient delivery. Additionally, combining both practices of Lean and BIM will lead to a more efficient construction process, thereby generating value for the prospective client.

= Barriers =

The construction process has two immensely important and related phases: namely design; and then production/construction. Unfortunately, there is a significant gap between the two that causes inefficient or ineffective coordination. One clear example is ongoing changes to the design while the construction phase has already been started.

It should be noted that in terms of productivity, the construction industry has shown a tremendous decline over the last 40 years as compared to the other industries (Sacks & Goldin, 2007). Many participants in this industry work by human logic and therefore have different opinions, mindsets, and performance standards. Additionally, the technology used in the construction industry is a subject to varying scenarios based on different projects, meaning that it is not easy to simulate working conditions before the actual execution of the activity. Therefore, it is not justified or fair to compare the construction industry to the others.

One major hurdle in implementing digitalisation in the AECO industry is how to address the issue that significant parts of the construction process are performed on site - such as the laying of bricks, painting, plastering etc. Shifting from manual working processes to comprehensive digitisation, such as with prefabrication, could replace many jobs in our industry with direct and unwelcome social impacts. Additionally, a well-balanced digital transformation is required so that the essence of the unique construction processes does not get lost in chasing the digital revolution.

= Summary =

To summarise, it is the responsibility of all parts of the construction industry, along with clients, project managers, planners and construction companies, to find a balance between digital platforms and the manual workforce, to ensure that projects are delivered successfully without compromising on any of the relevant fronts.

-----
Source: Sacks, R. & Goldin, M., 2007. Lean management model for construction of high-rise buildings. Journal of construction Engineering and Management, 133(5), pp. 374-384.

By Hargeet Kaur ICPMA Steering Committee Member and Arnd Wittchen ICPMA Past President. For more information, contact Hargeet and Arnd at [mailto:office@icpma.net office@icpma.net]

--[[User:ICPMA|ICPMA]] 17:19, 04 Jan 2021 (BST)

[[Category:Organisations]] [[Category:People]] [[Category:Research_/_Innovation]] [[Category:BIM]] [[Category:Construction_management]]

Emotional Intelligence in Construction

2021-01-04T18:20:09Z

ICPMA: Protected "Emotional Intelligence in Construction" ([edit=author] (indefinite))

= Introduction =

Since the 1990s, the [[Construction_industry|construction industry]] has often been criticised for its poor [[Performance|performance]] and failures. Low productivity and predictability, thin [[Margin|margins]], [[Adversarial|adversarial]] pricing and financial fragility, restricted workforce size and demographics and lack of [[Collaboration|collaboration]] are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “[[Iron_triangle|iron triangle]]” - with little interest to evolve. Projects continue to fail and [[Project_manager|project managers]] and [[Project_team|teams]] struggle to meet deadlines, budgets and other [[Client_requirements|requirements]]. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?

= Benefits of Gender Diversity =

Construction is one of the most traditional and male-dominated industries but change has picked-up pace of recent times with new technologies and innovations, increased environmental awareness and by welcoming a small, but significant, percentage of women in various roles. Although women continue to be under-represented in construction and face a series of barriers to entry, they create an heterogenous and diverse workforce that brings long-term benefits. Gender diversity offers different viewpoints, new skillsets, advances decision-making and leadership. It also supports the management of risk and governance, benefits innovation and creativity, and improves stakeholder engagement and the overall performance of the industry. Moreover, women often tend to balance empathy and authority and exhibit Emotional Intelligence (EI).

= Emotional Intelligence =

The notion of EI is not new. Managing one’s emotionality was identified by Aristotle, who recognised the significance of its appropriateness and expression. Scientific developments in the 1980s and the neurobiological study of the human brain also allowed a better understanding of how we think and feel. However, the construction industry took longer to focus on emotions and to shift from a “no-go zone” to an area of interest. So, what is EI about? Mayer and Salovey, the two researchers who first measured EI in 1990, defined it thus:

“Emotional Intelligence is the ability to perceive accurately, appraise and express emotion; the ability to access and/or generate feelings when they facilitate thought, the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”.

= Importance of Emotional Intelligence in Construction =

EI can clearly benefit construction since projects are unique, complex and temporary, increasing the need to establish good relationships between project actors quickly. This relationship aspect is also of growing importance for client satisfaction, with EI acting as a significant differentiator in the perception of service, commitment and project value.

EI is an ability that people exhibit differently with contrasting benefits. For construction project management, EI can be influenced both by gender and seniority. Senior PMs can often reflect on their hard-earned wisdom and use their EI to empower others or to establish stronger relationships. Importantly, male and female PMs are likely to exhibit their EI in different ways, which, in its complementarity, can drive project performance and increase project value. Lastly, EI can contribute to project value maximisation: both quantitatively, by saving time and money; and qualitatively, by achieving enhanced communication and understanding for the PM - client interface or in the team context.

The pluralism and variety of ways in which EI can benefit CPM are of increasing interest. Specifically, the need for “soft” or “people” skills in the construction industry has been long recognised and is now even higher on the agenda by virtue of the global Covid-19 pandemic. By combining proactiveness, effective relationship development, the recognition of opportunities along the way, and motivation of a more effective team performance, it can be seen that emotionally intelligent PMs can surpass the value of the “iron triangle” and positively impact our industry moving forward.

-----
Based on: The complementarity of male-typical and female-typical Emotional Intelligence as an enhancing factor of Project Value in the Construction Industry (Vasiloudi, 2019).

If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].

--[[User:ICPMA|ICPMA]] 11:30, 28 Dec 2020 (BST)

[[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]

User:ICPMA

2021-01-04T17:59:37Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA or Linkedin at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

User:ICPMA

2021-01-04T17:57:47Z

ICPMA:

The ICPMA is a unique worldwide not-for-profit organisation that spreads best practice in construction and project management throughout its membership. Initially founded in 2001 in Cannes, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis.

ICPMA believes in the values of alliance, and using modern methods to increase the quality of delivery.

ICPMA runs a yearly awards programme to honour successful projects: highlighting those that have used "the better way" to manage successful outcomes and have embraced digital technology to create innovative solutions.

ICPMA also realises the value of young professionals and their contribution to the future via the Young International Construction Project Management Association.

ICPMA likes to welcome new members - email us, or follow on Facebook at ICPMA or Linkedin at International Construction Project Management Association.

ICPMA has contributed the following articles to this Wiki:

[[3D_Printed_Office_Dubai|3D Printed Office Dubai]]

[[National_Museum_of_Qatar|National Museum of Qatar]]

[[100_Union_Street_London|100 Union Street London]]

[[Innovation_-_the_key_to_success|Innovation - the key to success]]

[[SE_Asia_-_what%27s_happening_now,_post_corona|SE Asia - what's happening now, post corona]]

[https://www.designingbuildings.co.uk/wiki/Re-starting_construction_in_a_Covid-19_environment Re-starting_construction_in_a_Covid-19_environment]

[[Emotional_Intelligence_in_Construction|Emotional Intelligence in Construction]]

[[Digital_Transformation_in_the_Construction_Project_Management_Industry|Digital Transformation in the Construction Project Management Industry]]

Digital Transformation in the Construction Project Management Industry

2021-01-04T17:19:42Z

ICPMA:

Digital Transformation in the Construction Project Management Industry

2021-01-04T17:17:08Z

ICPMA:

[[File:Digital_Transformation.jpg|link=File:Digital_Transformation.jpg]]

= Introduction =

The key concept of digital transformation has clung persistently to the construction industry for more than a decade now, yet the industry continues to face considerable challenges in properly implementing it. The major one being to appreciate fully that the construction industry has a completely different attitude when it comes to the implementation of new technology.

Our industry is complex when it comes to retrieving and processing information. Unlike general IT, where information is processed in binary numbers and difficulties are solved using algorithms, human interaction plays a significant part in construction, with problems often being resolved using communication tools by the active participants of a particular project. This interaction aspect naturally makes construction a unique industry with numerous complexities.

= Objectives =

The clear objective of digital transformation in construction is to reduce the need for rework and to make the construction management process more efficient. With the construction process being both unique and dynamic, its successful implementation becomes even more complex and needs an innovative technology that can first reduce this cognitive complexity and then make the process linear. This will naturally lead us to the ultimate goal of becoming lean. BIM can gently ease out the construction process in all the distinct phases, typically starting from design and moving through to efficient delivery. Additionally, combining both practices of Lean and BIM will lead to a more efficient construction process, thereby generating value for the prospective client.

= Barriers =

The construction process has two immensely important and related phases: namely design; and then production/construction. Unfortunately, there is a significant gap between the two that causes inefficient or ineffective coordination. One clear example is ongoing changes to the design while the construction phase has already been started.

It should be noted that in terms of productivity, the construction industry has shown a tremendous decline over the last 40 years as compared to the other industries (Sacks & Goldin, 2007). Many participants in this industry work by human logic and therefore have different opinions, mindsets, and performance standards. Additionally, the technology used in the construction industry is a subject to varying scenarios based on different projects, meaning that it is not easy to simulate working conditions before the actual execution of the activity. Therefore, it is not justified or fair to compare the construction industry to the others.

One major hurdle in implementing digitalisation in the AECO industry is how to address the issue that significant parts of the construction process are performed on site - such as the laying of bricks, painting, plastering etc. Shifting from manual working processes to comprehensive digitisation, such as with prefabrication, could replace many jobs in our industry with direct and unwelcome social impacts. Additionally, a well-balanced digital transformation is required so that the essence of the unique construction processes does not get lost in chasing the digital revolution.

= Summary =

To summarise, it is the responsibility of all parts of the construction industry, along with clients, project managers, planners and construction companies, to find a balance between digital platforms and the manual workforce, to ensure that projects are delivered successfully without compromising on any of the relevant fronts.

-----
Source: Sacks, R. & Goldin, M., 2007. Lean management model for construction of high-rise buildings. Journal of construction Engineering and Management, 133(5), pp. 374-384.

By Hargeet Kaur ICPMA Steering Committee Member and Arnd Wittchen ICPMA Past President. For more information, contact Hargeet and Arnd at [mailto:office@icpma.net office@icpma.net]

<signature>ICPMA

[[Category:Organisations]] [[Category:People]] [[Category:Research_/_Innovation]] [[Category:BIM]] [[Category:Construction_management]]

Digital Transformation in the Construction Project Management Industry

2021-01-04T17:16:32Z

ICPMA: Created page with "= File:Digital Transformation.jpg = = Introduction = The key concept of digital transformation has clung persistently to the construction industry for more than a decade no..."

= [[File:Digital Transformation.jpg]] =

= Introduction =

The key concept of digital transformation has clung persistently to the construction industry for more than a decade now, yet the industry continues to face considerable challenges in properly implementing it. The major one being to appreciate fully that the construction industry has a completely different attitude when it comes to the implementation of new technology.

Our industry is complex when it comes to retrieving and processing information. Unlike general IT, where information is processed in binary numbers and difficulties are solved using algorithms, human interaction plays a significant part in construction, with problems often being resolved using communication tools by the active participants of a particular project. This interaction aspect naturally makes construction a unique industry with numerous complexities.

= Objectives =

The clear objective of digital transformation in construction is to reduce the need for rework and to make the construction management process more efficient. With the construction process being both unique and dynamic, its successful implementation becomes even more complex and needs an innovative technology that can first reduce this cognitive complexity and then make the process linear. This will naturally lead us to the ultimate goal of becoming lean. BIM can gently ease out the construction process in all the distinct phases, typically starting from design and moving through to efficient delivery. Additionally, combining both practices of Lean and BIM will lead to a more efficient construction process, thereby generating value for the prospective client.

= Barriers =

The construction process has two immensely important and related phases: namely design; and then production/construction. Unfortunately, there is a significant gap between the two that causes inefficient or ineffective coordination. One clear example is ongoing changes to the design while the construction phase has already been started.

It should be noted that in terms of productivity, the construction industry has shown a tremendous decline over the last 40 years as compared to the other industries (Sacks & Goldin, 2007). Many participants in this industry work by human logic and therefore have different opinions, mindsets, and performance standards. Additionally, the technology used in the construction industry is a subject to varying scenarios based on different projects, meaning that it is not easy to simulate working conditions before the actual execution of the activity. Therefore, it is not justified or fair to compare the construction industry to the others.

One major hurdle in implementing digitalisation in the AECO industry is how to address the issue that significant parts of the construction process are performed on site - such as the laying of bricks, painting, plastering etc. Shifting from manual working processes to comprehensive digitisation, such as with prefabrication, could replace many jobs in our industry with direct and unwelcome social impacts. Additionally, a well-balanced digital transformation is required so that the essence of the unique construction processes does not get lost in chasing the digital revolution.

= Summary =

To summarise, it is the responsibility of all parts of the construction industry, along with clients, project managers, planners and construction companies, to find a balance between digital platforms and the manual workforce, to ensure that projects are delivered successfully without compromising on any of the relevant fronts.

-----
Source: Sacks, R. & Goldin, M., 2007. Lean management model for construction of high-rise buildings. Journal of construction Engineering and Management, 133(5), pp. 374-384.

By Hargeet Kaur ICPMA Steering Committee Member and Arnd Wittchen ICPMA Past President. For more information, contact Hargeet and Arnd at [mailto:office@icpma.net office@icpma.net]

<signature>ICPMA

[[Category:Organisations]] [[Category:People]] [[Category:Research_/_Innovation]] [[Category:BIM]] [[Category:Construction_management]]

File:Digital Transformation.jpg

2021-01-04T17:04:43Z

ICPMA:

User:ICPMA

2020-12-28T16:30:48Z

ICPMA:

Emotional Intelligence in Construction

2020-12-28T11:30:01Z

ICPMA:

= Introduction =

Since the 1990’s, the [[Construction_industry|construction industry]] has often been criticised for its poor [[Performance|performance]] and failures. Low productivity and predictability, thin [[Margin|margins]], [[Adversarial|adversarial]] pricing and financial fragility, restricted workforce size and demographics and lack of [[Collaboration|collaboration]] are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “[[Iron_triangle|iron triangle]]” - with little interest to evolve. Projects continue to fail and [[Project_manager|project managers]] and [[Project_team|teams]] struggle to meet deadlines, budgets and other [[Client_requirements|requirements]]. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?

= Benefits of Gender Diversity =

Construction is one of the most traditional and male-dominated industries but change has picked-up pace of recent times with new technologies and innovations, increased environmental awareness and by welcoming a small, but significant, percentage of women in various roles. Although women continue to be under-represented in construction and face a series of barriers to entry, they create an heterogenous and diverse workforce that brings long-term benefits. Gender diversity offers different viewpoints, new skillsets, advances decision-making and leadership. It also supports the management of risk and governance, benefits innovation and creativity, and improves stakeholder engagement and the overall performance of the industry. Moreover, women often tend to balance empathy and authority and exhibit Emotional Intelligence (EI).

= Emotional Intelligence =

The notion of EI is not new. Managing one’s emotionality was identified by Aristotle, who recognised the significance of its appropriateness and expression. Scientific developments in the 1980s and the neurobiological study of the human brain also allowed a better understanding of how we think and feel. However, the construction industry took longer to focus on emotions and to shift from a “no-go zone” to an area of interest. So, what is EI about? Mayer and Salovey, the two researchers who first measured EI in 1990, defined it thus:

“Emotional Intelligence is the ability to perceive accurately, appraise and express emotion; the ability to access and/or generate feelings when they facilitate thought, the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”.

= Importance of Emotional Intelligence in Construction =

EI can clearly benefit construction since projects are unique, complex and temporary, increasing the need to establish good relationships between project actors quickly. This relationship aspect is also of growing importance for client satisfaction, with EI acting as a significant differentiator in the perception of service, commitment and project value.

EI is an ability that people exhibit differently with contrasting benefits. For construction project management, EI can be influenced both by gender and seniority. Senior PMs can often reflect on their hard-earned wisdom and use their EI to empower others or to establish stronger relationships. Importantly, male and female PMs are likely to exhibit their EI in different ways, which, in its complementarity, can drive project performance and increase project value. Lastly, EI can contribute to project value maximisation: both quantitatively, by saving time and money; and qualitatively, by achieving enhanced communication and understanding for the PM - client interface or in the team context.

The pluralism and variety of ways in which EI can benefit CPM are of increasing interest. Specifically, the need for “soft” or “people” skills in the construction industry has been long recognised and is now even higher on the agenda by virtue of the global Covid-19 pandemic. By combining proactiveness, effective relationship development, the recognition of opportunities along the way, and motivation of a more effective team performance, it can be seen that emotionally intelligent PMs can surpass the value of the “iron triangle” and positively impact our industry moving forward.

-----
Based on: The complementarity of male-typical and female-typical Emotional Intelligence as an enhancing factor of Project Value in the Construction Industry (Vasiloudi, 2019).

If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].

--[[User:ICPMA|ICPMA]] 11:30, 28 Dec 2020 (BST)

[[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]

Emotional Intelligence in Construction

2020-12-28T11:27:52Z

ICPMA: Created page with "= Introduction = Since the 1990’s, the construction industry has often been criticised for its poor performance and failures. Low pro..."

= Introduction =

Since the 1990’s, the [[Construction_industry|construction industry]] has often been criticised for its poor [[Performance|performance]] and failures. Low productivity and predictability, thin [[Margin|margins]], [[Adversarial|adversarial]] pricing and financial fragility, restricted workforce size and demographics and lack of [[Collaboration|collaboration]] are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “[[Iron_triangle|iron triangle]]” - with little interest to evolve. Projects continue to fail and [[Project_manager|project managers]] and [[Project_team|teams]] struggle to meet deadlines, budgets and other [[Client_requirements|requirements]]. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?

= Benefits of Gender Diversity =

Construction is one of the most traditional and male-dominated industries but change has picked-up pace of recent times with new technologies and innovations, increased environmental awareness and by welcoming a small, but significant, percentage of women in various roles. Although women continue to be under-represented in construction and face a series of barriers to entry, they create an heterogenous and diverse workforce that brings long-term benefits. Gender diversity offers different viewpoints, new skillsets, advances decision-making and leadership. It also supports the management of risk and governance, benefits innovation and creativity, and improves stakeholder engagement and the overall performance of the industry. Moreover, women often tend to balance empathy and authority and exhibit Emotional Intelligence (EI).

= Emotional Intelligence =

The notion of EI is not new. Managing one’s emotionality was identified by Aristotle, who recognised the significance of its appropriateness and expression. Scientific developments in the 1980s and the neurobiological study of the human brain also allowed a better understanding of how we think and feel. However, the construction industry took longer to focus on emotions and to shift from a “no-go zone” to an area of interest. So, what is EI about? Mayer and Salovey, the two researchers who first measured EI in 1990, defined it thus:

“Emotional Intelligence is the ability to perceive accurately, appraise and express emotion; the ability to access and/or generate feelings when they facilitate thought, the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”.

= Importance of Emotional Intelligence in Construction =

EI can clearly benefit construction since projects are unique, complex and temporary, increasing the need to establish good relationships between project actors quickly. This relationship aspect is also of growing importance for client satisfaction, with EI acting as a significant differentiator in the perception of service, commitment and project value.

EI is an ability that people exhibit differently with contrasting benefits. For construction project management, EI can be influenced both by gender and seniority. Senior PMs can often reflect on their hard-earned wisdom and use their EI to empower others or to establish stronger relationships. Importantly, male and female PMs are likely to exhibit their EI in different ways, which, in its complementarity, can drive project performance and increase project value. Lastly, EI can contribute to project value maximisation: both quantitatively, by saving time and money; and qualitatively, by achieving enhanced communication and understanding for the PM - client interface or in the team context.

The pluralism and variety of ways in which EI can benefit CPM are of increasing interest. Specifically, the need for “soft” or “people” skills in the construction industry has been long recognised and is now even higher on the agenda by virtue of the global Covid-19 pandemic. By combining proactiveness, effective relationship development, the recognition of opportunities along the way, and motivation of a more effective team performance, it can be seen that emotionally intelligent PMs can surpass the value of the “iron triangle” and positively impact our industry moving forward.

-----
Based on: The complementarity of male-typical and female-typical Emotional Intelligence as an enhancing factor of Project Value in the Construction Industry (Vasiloudi, 2019).

If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].

<signature>ICPMA

[[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]

User:ICPMA

2020-06-15T12:03:07Z

ICPMA:

User:ICPMA

2020-06-15T12:00:22Z

ICPMA:

Re-starting construction in a COVID-19 environment

2020-06-02T12:28:46Z

ICPMA:

--[[User:ICPMA|ICPMA]] 13:28, 02 Jun 2020 (BST)The view from Ireland by Dr Louis Gunnigan from the Technological University of Dublin

On 27th March 2020, the Irish Government closed the construction industry as part of its measures to control the spread of the SARS-CoV-2 Coronavirus. Commonly known as COVID-19, this virus was spreading across the world, infecting millions of people taking the lives of hundreds of thousands. The measures were to remain in place until May 18th, when the industry would begin the process of re-opening.

Different countries took different approaches to construction during their Virus Containment phase, many allowing work to continue but with restrictions in place to prevent spread of the virus on-site. As Ireland approached the restart, there was a requirement for consistency across the sites in respect of the appropriate procedures to put in place. Some essential work had continued – that which was deemed essential to stopping the spread of COVID-19 – and lessons learned from this work, in addition to guidance documents from trade and professional bodies, provided a framework for the required procedures for the construction restart.

To slow the virus, the 2-metre social distancing measure, regular handwashing and surface cleaning/disinfecting had shown effectiveness in slowing the spread of the virus in every country. The restart to construction would set out procedures that would instil this activity into the workplace. With that in mind, the following measures have become common on construction sites all over the world to maintain 2-metre distance between individuals:

* Reduce congestion by allowing staggered start/finish times for different groups of workers
* Provide more than one entry/exit point for workers to the site
* Increase the provision of welfare facilities
* Stagger meal breaks
* Assess where congestion might occur and provide one way systems in these areas (e.g. stairs are either up or down, but not both.
* Where an activity cannot be completed without people working within 2m, carry out a task assessment to determine:
** If the task is actually necessary
** If the task can be done a different way so as to allow social distancing (e.g. by the use of machinery
** If the task can be done safely using extra PPE.
* Provide extra carparking to allow social distancing when travelling to/from work.

Extra handwashing facilities would be provided at the entrance to the site and further handwashing stations would be provided at several locations throughout the site. A constant cleaning/disinfecting regime would be introduced to ensure that infection transmission risk would be reduced to a level that was as low as possible. Individuals would be appointed as COVID-19 Compliance Officers to ensure that the measures would be followed by everyone on site.

To prevent infection on-site, only those who were actually required to carry out work on the sites were allowed to be there. Different countries had slightly different pre-site procedures but most opted for the requirement for the workers to complete a declaration confirming that:

* they had none of the common symptoms of the virus
* they had not been in contact with anyone with the symptoms
* they had not been out of the country in the last 14 days.

In different jurisdictions and depending on the technology available on-site, this would either be an online or paper-based declaration. On presentation of this declaration, the body temperature readings of the workers would be taken prior to entry to the site and anyone displaying an elevated temperature would not be allowed on-site.

Various pre-return requirements were introduced, such as the Irish Construction Industry Federation C-19 Induction ([https://cif.ie/induction/ https://cif.ie/induction/]), the issuance of the Covid-19 guidelines from Build UK ([https://builduk.org/wp-content/uploads/2020/03/Site-Operating-Procedures.pdf https://builduk.org/wp-content/uploads/2020/03/Site-Operating-Procedures.pdf]) and the publication of the OHSA COVID-19 Guidance for the Construction Workforce in the US ([https://www.osha.gov/SLTC/covid-19/construction.html https://www.osha.gov/SLTC/covid-19/construction.html]). Essentially, this guidance is constant across different countries. It is worth noting however that the guidance being given is not a new set of regulations. It is an interpretation of the information that is available that will lead to an acceptable standard of safety in a Covid-19 environment. This will be an important point to consider when the contractual and financial ramifications of COVID-19 on construction operations.

On returning to work, each worker is required to undergo a site-specific COVID-19 induction, giving details of the measures specific to that site in respect of the logistics onsite, the reporting protocols, the requirements for travelling to/from work and what to do if a suspected case of the virus was found on-site. These inductions are to be reinforced with regular toolbox talks, clarifying updates in protocols and site specific measures as the construction work progresses.

The use of masks is always a requirement in a dusty environment, but as a COVID-19 prevention measure their use is looked at differently in different countries. In the Far East, they are encouraged, but in Europe there is no clear advice to use them, whilst in the US, there is mixed opinion on their value in a construction environment (a requirement in New Jersey and Washington state ([https://www.lni.wa.gov/agency/_docs/wacoronavirushazardconsiderationsemployers.pdf https://www.lni.wa.gov/agency/_docs/wacoronavirushazardconsiderationsemployers.pdf]), a recommendation in a further handful of states and not mentioned at all elsewhere).

Common to all jurisdictions is the increased use of signage, clarifying the new protocols and giving clear direction on the procedures to be followed.

Depending on the size of the project, some extra measures are being introduced such as:

* Cameras that read temperature rather than hand held devices
* Use of wearable technology to establish the busy parts of the site and to assist in contract tracing in the event of an outbreak
* Roll out of project specific or company specific apps to increase safety (both for information and for processing site check in/out)
* Split shifts, where the workforce is divided into 2 groups, one starting when the first finishes.

There are also considerations where the contractor uses migrant labour. This is generally not an issue in Northern Europe, but in the Far East, strict protocols are in place to keep COVID-19 out of such communities, to avoid a repeat of the outbreak in Singapore in several dormitories where such workers were housed.

As work recommences, the evidence coming from various countries that worked through the crisis, is that productivity can recover to approximately 80% of pre-COVID levels. The focus is now turning to the cost and contractual issues that have arisen in this crisis. As yet, there is no clear, consistent picture of how these issues will resolved. What will be interesting will be the effect that these measures will have on tender prices and how construction will change into the future.

[[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Publications_/_reports]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Property_development]] [[Category:Public_procedures]]

Re-starting construction in a COVID-19 environment

2020-06-02T12:27:26Z

ICPMA: Created page with "The view from Ireland by Dr Louis Gunnigan from the Technological University of Dublin On 27th March 2020, the Irish Government closed the construction industry as part of its m..."

The view from Ireland by Dr Louis Gunnigan from the Technological University of Dublin

On 27th March 2020, the Irish Government closed the construction industry as part of its measures to control the spread of the SARS-CoV-2 Coronavirus. Commonly known as COVID-19, this virus was spreading across the world, infecting millions of people taking the lives of hundreds of thousands. The measures were to remain in place until May 18th, when the industry would begin the process of re-opening.

Different countries took different approaches to construction during their Virus Containment phase, many allowing work to continue but with restrictions in place to prevent spread of the virus on-site. As Ireland approached the restart, there was a requirement for consistency across the sites in respect of the appropriate procedures to put in place. Some essential work had continued – that which was deemed essential to stopping the spread of COVID-19 – and lessons learned from this work, in addition to guidance documents from trade and professional bodies, provided a framework for the required procedures for the construction restart.

To slow the virus, the 2-metre social distancing measure, regular handwashing and surface cleaning/disinfecting had shown effectiveness in slowing the spread of the virus in every country. The restart to construction would set out procedures that would instil this activity into the workplace. With that in mind, the following measures have become common on construction sites all over the world to maintain 2-metre distance between individuals:

* Reduce congestion by allowing staggered start/finish times for different groups of workers
* Provide more than one entry/exit point for workers to the site
* Increase the provision of welfare facilities
* Stagger meal breaks
* Assess where congestion might occur and provide one way systems in these areas (e.g. stairs are either up or down, but not both.
* Where an activity cannot be completed without people working within 2m, carry out a task assessment to determine:
** If the task is actually necessary
** If the task can be done a different way so as to allow social distancing (e.g. by the use of machinery
** If the task can be done safely using extra PPE.
* Provide extra carparking to allow social distancing when travelling to/from work.

Extra handwashing facilities would be provided at the entrance to the site and further handwashing stations would be provided at several locations throughout the site. A constant cleaning/disinfecting regime would be introduced to ensure that infection transmission risk would be reduced to a level that was as low as possible. Individuals would be appointed as COVID-19 Compliance Officers to ensure that the measures would be followed by everyone on site.

To prevent infection on-site, only those who were actually required to carry out work on the sites were allowed to be there. Different countries had slightly different pre-site procedures but most opted for the requirement for the workers to complete a declaration confirming that:

* they had none of the common symptoms of the virus
* they had not been in contact with anyone with the symptoms
* they had not been out of the country in the last 14 days.

In different jurisdictions and depending on the technology available on-site, this would either be an online or paper-based declaration. On presentation of this declaration, the body temperature readings of the workers would be taken prior to entry to the site and anyone displaying an elevated temperature would not be allowed on-site.

Various pre-return requirements were introduced, such as the Irish Construction Industry Federation C-19 Induction ([https://cif.ie/induction/ https://cif.ie/induction/]), the issuance of the Covid-19 guidelines from Build UK ([https://builduk.org/wp-content/uploads/2020/03/Site-Operating-Procedures.pdf https://builduk.org/wp-content/uploads/2020/03/Site-Operating-Procedures.pdf]) and the publication of the OHSA COVID-19 Guidance for the Construction Workforce in the US ([https://www.osha.gov/SLTC/covid-19/construction.html https://www.osha.gov/SLTC/covid-19/construction.html]). Essentially, this guidance is constant across different countries. It is worth noting however that the guidance being given is not a new set of regulations. It is an interpretation of the information that is available that will lead to an acceptable standard of safety in a Covid-19 environment. This will be an important point to consider when the contractual and financial ramifications of COVID-19 on construction operations.

On returning to work, each worker is required to undergo a site-specific COVID-19 induction, giving details of the measures specific to that site in respect of the logistics onsite, the reporting protocols, the requirements for travelling to/from work and what to do if a suspected case of the virus was found on-site. These inductions are to be reinforced with regular toolbox talks, clarifying updates in protocols and site specific measures as the construction work progresses.

The use of masks is always a requirement in a dusty environment, but as a COVID-19 prevention measure their use is looked at differently in different countries. In the Far East, they are encouraged, but in Europe there is no clear advice to use them, whilst in the US, there is mixed opinion on their value in a construction environment (a requirement in New Jersey and Washington state ([https://www.lni.wa.gov/agency/_docs/wacoronavirushazardconsiderationsemployers.pdf https://www.lni.wa.gov/agency/_docs/wacoronavirushazardconsiderationsemployers.pdf]), a recommendation in a further handful of states and not mentioned at all elsewhere).

Common to all jurisdictions is the increased use of signage, clarifying the new protocols and giving clear direction on the procedures to be followed.

Depending on the size of the project, some extra measures are being introduced such as:

* Cameras that read temperature rather than hand held devices
* Use of wearable technology to establish the busy parts of the site and to assist in contract tracing in the event of an outbreak
* Roll out of project specific or company specific apps to increase safety (both for information and for processing site check in/out)
* Split shifts, where the workforce is divided into 2 groups, one starting when the first finishes.

There are also considerations where the contractor uses migrant labour. This is generally not an issue in Northern Europe, but in the Far East, strict protocols are in place to keep COVID-19 out of such communities, to avoid a repeat of the outbreak in Singapore in several dormitories where such workers were housed.

As work recommences, the evidence coming from various countries that worked through the crisis, is that productivity can recover to approximately 80% of pre-COVID levels. The focus is now turning to the cost and contractual issues that have arisen in this crisis. As yet, there is no clear, consistent picture of how these issues will resolved. What will be interesting will be the effect that these measures will have on tender prices and how construction will change into the future.

[[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Publications_/_reports]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Property_development]] [[Category:Public_procedures]]

User:ICPMA

2020-06-01T13:17:56Z

ICPMA:

Construction strategies for SE Asia

2020-06-01T13:14:16Z

ICPMA:

--[[User:ICPMA|ICPMA]] 14:14, 01 Jun 2020 (BST)Construction in SE Asia has stopped due to the corona pandemic. All countries in this region are investing in major projects to modernise societies, and these have to re-start soon. I identify 2 initiatives that need to happen quickly, and follow these with 2 other related observations.

The construction industry needs to be prioritised. Ramping up construction activity will increase total output (having been down to zero for 6 weeks already) and will also provide much needed employment - the industry is among the largest employers of labour and professionals. Consumer spending will be stimulated too, helping other sectors to recover.

Priority should be for major infrastructure and large building projects where physical distancing is possible and easier to implement. Since the availability of many materials will be restricted due to the lockdowns, governments need to create policies that will guarantee supplies will remain sufficient for critical projects. Non-critical projects should remain inactive until the supply of materials normalises.

Companies will be reviewing their strategic priorities and some projects may be cancelled, put on hold or re-planned for performance and profitability. Companies will want to finish projects that are almost complete, to collect the payments in order to survive. Professionals who can undertake quick and efficient planning, and those with proven experience, will be in high demand. I identify those with cost and time control skills as being crucial in order to complete projects successfully.

Requirements for design may slow down as some projects will go through strategic realignments; and new projects will take longer to come to light. Some pre-design feasibility work for new projects will still be undertaken.

It is crucial that construction projects are kick-started in this region in the earliest timescales possible otherwise the long-term impacts of the corona pandemic will take years to eradicate and the progress that we've enjoyed recently will be lost.

Brian Regalado wrote this article and is an Ambassador for the International Construction Project Management Association (ICPMA), Architect, Educator and Construction Project Manager.

The piece was first published at www.postcorona2020.com

[[Category:International]] [[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Construction_techniques]] [[Category:Design]]

Innovation - the key to success

2020-06-01T13:13:30Z

ICPMA:

--[[User:ICPMA|ICPMA]] 14:13, 01 Jun 2020 (BST)Innovation - the key to future success: combining process, product, and management

Architects, engineers and project managers in today’s world find innovation and new techniques everywhere they look, and it is sometimes hard to pick out the special ones that will make a step-change difference to the quality of delivery of building projects. Our organisation, the International Construction Project Management Association (ICPMA), works across different continents and seeks to find those new ideas that can be used by many, for the good of many. One way we do this is to run an annual awards programme that celebrates innovation and quality. The initial work and drive behind the awards came from former ICPMA president Wilhelm Reismann, and also included the first yearbook, and the formation of YICPMA for young professionals. ICPMA’s international platform has helped it to create professional friendships that celebrate successes around the world.

In 2018, we recognised the work of RiskConsult GmbH, from Innsbruck, who worked with John Reilly International from the USA and Lima Airport Partners from Peru, to devise a new process for assessing risk in mega projects. These partners realised that the management of cost and scheduling of time had mostly been treated separately, rather than in an integrated way. Knowing that time delays are often the root cause for severe cost overruns, an integrated innovative new process was needed, to help those designing projects to plan for them in a more effective and accurate way. The new methodology involved an open risk culture; the separation of base cost, risk and escalation; taking full account of cost and time uncertainties at the beginning of the process; integration of cost and time schedules; and a continuous monitoring of risk throughout the life of the project. The software developed is called RIAAT and has also been used in several other projects including GKI (Gemeinschaftskraftwerk Inn) and the Brenner Base Tunnel in Austria, and other examples in Germany, Switzerland, USA and Canada.

2018 also witnessed ICPMA making a product innovation award to the 3D Printed Office in Dubai. 3D printing was adapted for construction and used for the first time in a commercial project. The so called ‘Office of the Future’ consists of approximately 300sqm of space, printed layer by layer using a 20-foot-tall 3D printer, located in Shanghai, China. Each structural component was built using innovative 3D printing technology, combining a mixture of Special Reinforced Concrete (SRC) and recycled construction material. The completed building now serves as the management office for the ‘Museum of the Future’ project being built on an adjacent site. It provides the headquarters for the Dubai Future Foundation, an organisation that will help to deliver smart technologies throughout the Emirates.

2019 saw ICPMA reward the REOS Pilot Project Living House in Berlin. This project houses 172 students in 53 fully furnished shared apartments. It is Germany's first digital student residence and is based on the holistic digitalisation of marketing and operating processes via the REOS technology (Real Estate Operation System). This cutting edge building allows ownership, expression of interest, payments, contracts, and handover to be entirely online. Living there is made easy by the simple to use management systems designed and engineered into the building from the outset, with the comfort of end user being the primary driver.

The reality is that each of these award winners used process, product and management innovation, to different degrees, to create special and cutting edge projects. With our fast-changing world, knowing that both clients and the whole professional team must ‘up their game’, the need to combine all three is now paramount in the quest to create successful places for future generations to live and work.

Christina Stoltz ICPMA President

Philip Sander ICPMA Vice President

Nick Smith ICPMA Executive Officer

[[Category:International]] [[Category:Projects_and_case_studies]] [[Category:Construction_management]]

User:ICPMA

2020-06-01T10:07:07Z