Beyond’s Post

Notwithstanding that project scale significance and complexity, it was interesting to see the importance given and the duration of the public engagement which took place in the planning phase. It is very often to see in key infrastructure projects, not making community engagement a priority during the planning phase and beyond, and project owners missing out on a range of important benefits. For the project team, the public engagement process is used to secure support, collect opinions, and address grievances about the project. For community members, the public engagement process is used to voice complaints, lobby for change, and negotiate benefits for themselves or on behalf of their community. Allowing stakeholders to express any concerns and show they are being heard can lead to community support for the project and increase the likelihood of planning success. The power of certain interest groups should not be underestimated, given their potential ability to bring proceedings to a halt or delay the execution phase of a project. Consequences for project owners failing to address an effective stakeholder management process are delayed timelines for delivery, discomfort to end-users, delayed access to safe infrastructures and broadly added costs to the project. The Contractor may ordinarily have entitlement to additional time and money. Contractors are entitled to an extension of time when they suffer delay, or will be delayed. Further, if the Contractor obtains an extension of time, may also be in a position to recover time-related costs of remaining on site longer. As an example, for the Employer's delay in handing over the Site to the Contractor, the Contractor is entitled to an extension of time (Right of Access to the Site) in all FIDIC form of contracts, Red, Yellow and Silver. A stakeholder engagement plan is essential to organise engagement approaches. The effectiveness of the stakeholder engagement strategy should be continuously monitored and validated. This involves assessing whether the engagement efforts are meeting the stakeholders’ needs and adjusting the strategy as necessary. Feedback from stakeholders can provide valuable insights into how the engagement strategy might be improved. #stakeholdermanagement #extensionoftime #disruptionclaims #prolongationclaims #quantummeruitclaims #projectmanagement #communityengagement

How do you start a really ambitious project? 🤯 One with a goal of real transformation, that wants to go big or go home in terms of the impact it has on people’s lives? I’m delighted to be collaborating with Amey and EmployabilityUK on just such a project, with the inspirational Ryan Anthony Evans and Diane Vernon MBE FIEP leading on the strategic vision and stakeholder engagement respectively. 👏 Bare Analysis💜 will be leading on workshops, needs analysis and insight activities. We met last week at Amey offices in Birmingham to understand how to approach truly ambitious project goals, but also accept that we can’t do everything. We took an emergent and open approach to problem ideation, and came out of our session with some exciting ideas for project discovery. With a user-centred strategy, and a focus on understanding what users really need, validating our assumptions at every step, we are exploring how we can support young people and those in vulnerable situations in the Midlands, believe in change and create ambition. 💪 Diane Vernon MBE FIEP’s deep knowledge of the context will be invaluable for ensuring access and trust, two key requirements for any meaningful change work with stakeholders. There are significant challenges facing the engineering and built environment industries in terms of talent and a rapidly retiring workforce. Our project is seeking to solution-ise for these challenges, while creating grass roots transformation. 🪴 More updates to come on this exciting journey… 🚀 #TransformationProjects #Employability #Change #SocialValue

💡 Unlocking Project Success with Collaborative Contracting 💡 Involving contractors early and fostering strong collaboration between owners and contractors can significantly benefit large, complex projects. Here's how collaborative contracting can transform your project outcomes: Key Benefits: 🔹 Efficient Pricing : Reduce inefficiencies and achieve more accurate pricing. 🔹 Improved Risk Allocation : Better distribute risks to the parties best equipped to manage them. 🔹 Reduced Adversarial Situations : Minimize conflicts and promote a cooperative working environment. 🔹 Enhanced Value : Ultimately increase project value and improve the likelihood of success. By embracing collaborative contracting, the owners pave the way for smoother project execution and greater overall success. https://lnkd.in/ggt-r_WN #ProjectManagement #CollaborativeContracting #ConstructionInnovation #RiskManagement #Efficiency #Teamwork #Success

Transparent communication and proactive problem-solving are key to fostering strong partnerships with our contractors, enabling us to overcome challenges and deliver superior outcomes. https://lnkd.in/enKq9C2r #projectmanager #Development

US giant CBRE Global Workplace Solutions (GWS) has decided to combine its project management businesses with that of its majority-owned Turner & Townsend consultancy. Vincent Clancy, Turner & Townsend’s chairman and chief executive officer, will head up the new business. The move to merge the two PM divisions will create a $3bn business employing more than 2,000 staff across 60 countries. CBRE bought a 60% controlling stake in the 75-year-old T&T nearly three years ago for £960m. The new deal to merge the PM businesses will see CBRE up its stake to 70% in the new Turner & Townsend/CBRE Project Management entity releasing another £55m to T&T shareholders. The combined business will be led by Vincent Clancy, Turner & Townsend’s chairman and chief executive officer, who will join the CBRE main board. Turner & Townsend to be the primary brand for the combined business once the deal is completed.

We would be nothing without our clients, and we have been fortunate to work with some incredible brands across both the corporate and public sectors. Why choose eXceeding? - We understand that organisations are under pressure like never before. - We know you're facing pressure to reduce costs with limited resources and time - We bring skill. expertise and recognised project management skills. Client relationship management is our priority throughout our consultancy process, with regular checkpoints throughout. Don’t just take our word for it. See what our clients have to say… https://zurl.co/17IU #Clients #Customer #Procurement #Publicsector #privatesector #consultancy #corporate #supplierrelationship #costsaving #projectmanagement

We would be nothing without our clients, and we have been fortunate to work with some incredible brands across both the corporate and public sectors. Why choose eXceeding? - We understand that organisations are under pressure like never before. - We know you're facing pressure to reduce costs with limited resources and time - We bring skill. expertise and recognised project management skills. Client relationship management is our priority throughout our consultancy process, with regular checkpoints throughout. Don’t just take our word for it. See what our clients have to say… https://zurl.co/17IU #Clients #Customer #Procurement #Publicsector #privatesector #consultancy #corporate #supplierrelationship #costsaving #projectmanagement

💰 Report Details Runaway Costs at Bristol Beacon Refurb The Arcadis review found systemic issues contributing to huge budget overruns at the heritage site project. #insights #learnings Despite contractors flagging problems early on, costs spiralled out of control with no effective controls. #oversights #governance Risks and contingencies also not properly assessed, with catastrophic consequences. Councillors will want action. #accountability A spokesperson acknowledges external factors like Covid, but report provides vital project management recommendations. Key learnings around complexity, condition assessments and stakeholder management being shared. #continuousimprovement Only by addressing past issues can we build stronger for the future. Read the full story on TheBusinessDesk.com. #perspective #insight

Fantastic evening discussing #Project13, with an insightful panel. Thank you to Julio Lacorzana CEng MICE, Andrew Page, Liz Baldwin, Richard Lennard and Florence Julius for these quotes and gems: 👉 Culture and Trust: - Parity – all are equal in the challenge as no one organisation has all the answers -> this builds TRUST -> which creates a feedback loop as people feel able to challenge (you can watch the Project 13 / nPlan event on Trust here: https://lnkd.in/eMsHBYFb) - Good collaboration is about challenging – not just about being nice to each other – it is a capability to be able to have the right conversation at the right time. - If one part fails, we all fail – so everyone responsible for risk and needs to be dealt with by the party best place to mitigate it. - Treat your suppliers like partners (a symbiotic relationship) – you would not try to damage your partner, you want the best for them. Their success is your success. - When the supplier ecosystem has a voice in the business, you get better insights and therefore better decisions. 👉 Governance and Leadership - Senior Exec team need to be on board and show visible leadership – behaviour breeds behaviour - Balance between Governance and Freedom’ – if too much Governance it restricts the ability to operate in a flexible manner, but the right Governance helps to build the right culture There was a shout out to the Project 13 Governance Code: https://lnkd.in/eFx29vPS  Miles Ashley, Huda As'ad 👉 Commercials: - Commercials underpin the ability to be able to change - Profit is not a dirty word for our partners - Relationships are what deliver outcomes – with people who share your ambitions and goals - It is not the form of contract – it is the people that make it 👉 Benefits and evidence that it works - The National Highways SMP Alliance case study was given a shout out with its evidence of benefits: https://lnkd.in/emYhqRNc Tony Slater, John Grimm, Peter Winnicott - As were the results of the Project 13 Supplier Survey: https://lnkd.in/ek-snfQA Alasdair Reisner I was also pleased to catch up with people from across the Project 13 Community, including Tony Gates (Chair, Project 13 Supplier Community), Martin Chown, Neal Carter CEng FICE MAPM, Andrew Wright and many others. You can find out more about Project 13 and join the Project 13 Network with over 5,500 people from across the globe putting the Principles into practice here: www.project13.info Dale Evans #JoinProject13

With 30 years of experience in the construction industry, I’ve had the privilege of leading some of the most "High-Profile and Landmark Projects" across various sectors, including Greenfield Industrial developments, Residential Highrise buildings, Airports, and more. These projects not only demand technical expertise but also bring unique challenges that require strategic foresight and meticulous management.   Key Challenges & Solutions:   1. Managing Elevated Stakeholder Expectations:   - Challenge: High-profile projects are often under intense scrutiny, with stakeholders expecting nothing short of perfection. This can create pressure to deliver results that exceed standard benchmarks.   - Solution: To address this, I prioritize establishing clear, transparent communication channels from day one. Regular updates, realistic timelines, and setting clear expectations help in aligning all parties and ensuring that everyone is on the same page. By fostering a culture of transparency, we can build trust and keep stakeholders engaged and satisfied.   2. Coordinating Complex Project Teams:   - Challenge: These projects involve multiple teams, each with its own set of responsibilities, requiring seamless coordination to avoid delays and miscommunication.   - Solution: Implementing advanced project management tools and techniques is essential. By leveraging technology and fostering a collaborative environment, we can ensure that all teams work in harmony, addressing challenges in real-time and maintaining project momentum. Regular cross-team meetings and a focus on collaborative problem-solving also play a crucial role in achieving project goals.   3. Handling Public and Media Attention:   - Challenge: The public and media attention surrounding high-profile projects can add layers of complexity, requiring careful management to maintain a positive narrative.   - Solution: A proactive public relations strategy is vital. This includes managing media relations, anticipating potential public concerns, and ensuring that the project’s narrative remains positive. By engaging with the community and maintaining open lines of communication with the media, we can shape the public perception and ensure that the project is viewed favorably throughout its lifecycle.   By effectively navigating these challenges, we can transform high-profile projects into enduring successes that not only meet but exceed expectations. These projects stand as testaments to the power of strategic leadership, meticulous planning, and unwavering commitment to excellence.   #Leadership #ConstructionManagement #HighProfileProjects #ProjectManagement #StakeholderEngagement #PublicRelations #ConstructionIndustry #CEOInsights