tag:blogger.com,1999:blog-41191718646477129822024-03-14T22:00:19.582+11:00Project ThoughtsThoughts about projects!Unknownnoreply@blogger.comBlogger150125tag:blogger.com,1999:blog-4119171864647712982.post-15590426899861242642023-05-22T16:30:00.002+10:002023-05-22T16:32:27.897+10:00Questions to run your project by.<p>From <a href="https://youtu.be/ikQMhd-MIUc" target="_blank">Mike Clayton</a>:</p><p>1 What is getting in the way of each member of your team from doing their very best work?</p><p>2 Which elements of your project are not as well controlled as they could be?</p><p>3 What are you not thinking about that could have a material [effect] on the future of your project?</p><p>4 What is the question you are not asking? [This is the unspoken or avoided question you wish would not keep bubbling into your consciousness as you drift off to sleep]</p><p>Then Mike takes us on a trip of '<a href="https://youtu.be/1MfY4p6yMSM" target="_blank">Solving Problems in the Grey area of Projects</a>' care of <span class="yt-core-attributed-string yt-core-attributed-string--white-space-pre-wrap">
'<a href="https://www.amazon.com.au/dp/1633691748?geniuslink=true" target="_blank">Managing in the Gray</a>', by Joseph Badaracco</span></p><p><span class="yt-core-attributed-string yt-core-attributed-string--white-space-pre-wrap">Now, I'm not normally concerned with 'problem solving'. I prefer to think of options we have, their consequences against objectives and capabilities we can apply to them. Nevertheless, Badaracco has an interesting take on the question at hand:</span></p><p><span class="yt-core-attributed-string yt-core-attributed-string--white-space-pre-wrap">1 What are the net net consequences? What are the likely consequences of the choices before you?<br /></span></p><p><span class="yt-core-attributed-string yt-core-attributed-string--white-space-pre-wrap">2 What are my core obligations? Respect good governance and keep to your commitments.<br /></span></p><p><span class="yt-core-attributed-string yt-core-attributed-string--white-space-pre-wrap">3 What will work in the world as it is? Practicalities and realpolitik!<br /></span></p><p><span class="yt-core-attributed-string yt-core-attributed-string--white-space-pre-wrap">4 Who are we? Our values and ethical framework; our principles.<br /></span></p><p><span class="yt-core-attributed-string yt-core-attributed-string--white-space-pre-wrap">5 What can I live with? Your real bottom line based on your principles, but also what is the 'take home' you must achieve.<br /></span></p><p><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-89544848764676585762023-03-16T15:11:00.001+11:002023-03-16T15:11:45.448+11:00On architecture and its training<p>Browsing in the local library I came across <a href="https://www.booktopia.com.au/architecture-francis-d-k-ching/book/9781118745083.html" target="_blank">Francis Ching's Architecture </a>(3e).</p><p>I think Ching started publishing very helpful books on the craft and practice of architecture when I was near the end of my degree.</p><p>I borrowed the book: I wanted to see his approach to architecture.</p><p>In a word: wonderful.</p><p>I reflect on the fumbling attempts in my course by most faculty to 'teach' architecture on the 'throw into the pool' method of fatal immersion. I guess, if you have no analysis of architecture, no theory of it, and no structured concept, that's all that's left. Let's all founder together. No wonder it took 6 years for the course to arrive at a degree!</p><p>Ching shows in deft and confident strokes of the pen, of words on a page, what architecture is, what it is about, how it is structured, and provides a vast repertoire of approaches to thinking about it.</p><p>I think of the years wasted! This degree could be taught in 4 years, with an optional 2 years for a cognate masters in it or a related discipline. We'd all be much richer for it.</p><p>His book is a manual that could be the core basis for the first two years of architectural education and exercise. Instead of a first year pretending we were in a Bauhaus art class, we could have been studying the formal disciplines of architecture, thinking about buildings in their multiple social and technical dimensions, and learning a systematic approach.</p><p>Oh, and that reminds me. In second year we had a subject 'Systems Analysis'. I looked forward to this subject as something that might teach us something about systems. Our lecturer even had an MBA from Harvard...so he must've been smart.</p><p>But no. He gave us a half-baked introduction to programming in Basic on teletypes hanging of an ICL mainframe. Collectively we learnt nothing! Certainly nothing about 'systems' or their 'analysis'.<br /></p><p>Yet at the same time as he was waddling though a pointless Harvard MBA, he could have nipped over to MIT and worked on true systems analysis with the systems engineers there; the school <a href="https://systemdynamics.org/news/memorial/jay-w-forrester/" target="_blank">Jay Forrester</a> had done so much for. Now, that would have been a great way to frame architecture...we might even have come across a proper theory of architecture, as architecture, not as foppish drawing board decorating. <br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-36546214779081053342023-01-06T22:32:00.003+11:002023-01-06T22:33:53.594+11:00Project Breakdowns<p>Most of us are familiar with the basic project planning analysis: the <i>Work Breakdown Structure, </i>the document that shows the taxonomy of subdivision of the basic specialist product of the project into component work packages. It is used both to assign responsibility, in larger projects, and to check with the sponsor and users that all the required work appears to be included.</p><p>But, for a fulsome approach to project management a number of other breakdowns are essential.</p><p><b>Function Breakdown Structure</b></p><p>This analyses the functions that are required of the product into a logical hierarchy to ensure that all the headline functions will be acknowledged in operational functions.</p><p>This is then used as the basis for preparing performance requirements and acceptance standards for work packages and feeds into the design specification and performance parameters.<br /></p><p><b>Risk Breakdown Structure</b></p><p>Same for risk. to ensure risks are understood in the most useful operational detail to enable proper analysis of hazards and effects.</p><p><b>Element Breakdown Structure</b></p><p>This breaks the product into its element hierarchy. This is a check on the FBS, but also provides a 'dimension' for keying project deliverables, specifications, inputs to elements of the final product.<br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-48784059984634816412022-12-03T13:42:00.008+11:002023-01-06T22:23:04.312+11:00Learning from flying<p>I enjoy watching a TV series "Air Crash Investigations".</p><p>Initially, without having seen it, I thought it would be a sort of tabloid sensationalized program to attract eyeballs for advertisers; nothing wrong with that, of course, that's how TV works.</p><p>But it is not. It is a seriously crafted documentary series with excellent production values and carefully developed analysis of crash investigations.</p><p>From most episodes a project manager can learn, or use it to illustrate lessons about aspects of good project management practice.</p><p>Various episodes have taught:</p><p></p><p><b>Welcome Bad News</b><br /></p><p>Importance of good crew communication (vital) with no member being unable to bring an error, a risk or a threat to the attention of the other crew members: bad news has to be welcomed by everyone.</p><p><b>Use Checklists </b><br /></p><p>Checklists: make them, use them, and keep revising them as they are tested in use.</p><p><b>Communicate reliably<br /></b></p><p>Before landing the flight crew does a landing briefing for the particular airport. Every time. One crew skipped it; confused roles on the flight deck, made a wrong decision and crashed into a mountain. All dead.</p><p><b>Disambiguate language</b></p><p>The famous <a href="https://www.google.com/maps/place/Tenerife/@28.4813172,-16.339839,3045m/data=!3m1!1e3!4m5!3m4!1s0xc4029effe8682ed:0xb01a4bf1c84baf3c!8m2!3d28.2915637!4d-16.6291304" target="_blank">Tenerife </a>disaster seemed to arise in part from ambiguity in terms. The captain of the plane that crashed into the other plane on the same runway and the ATC confusedly used the term, 'clear for takeoff'. The captain appeared to interpret that as 'off you go'; the ATC meant it as 'standby for take-off'. He should have said 'hold for departure' as he know another plane was on that runway. The captain would have confirmed 'holding for departure', and awaited the clearance to 'clear for take-off' which would signal a clear runway as well as clearance for the flight plan post departure.<br /></p><p><b>Use fail-safe markers</b></p><p>A couple of episodes featured problems with pitot tubes being blocked and giving altitude errors, leading to crashes.</p><p>One case was blockage by insects during storage, the other, covering by tape during a maintenance session. These are critical to aircraft operation. On both occasions the openings should have been covered by a large marker with a tag reading 'Remove before flight'.<br /></p><p><b>Do not 'multi-task' because you cannot! </b><br /></p><p>The futility (and fatal consequences) of 'multi-tasking'. In an environment demanding focused attention one cannot split attention between disconnecting streams of 'flow'. In one episode an air-crew broke the 'sterile cockpit' rule at takeoff. While working down the takeoff checklist, a flight attendant, a personal friend, entered the cockpit and they all chatted about dinner at the destination. Then the checklist was completed...but it wasn't; critical items had been omitted. The 'plane then proceed for takeoff without flaps being extended. It crashed with almost total loss of life.</p><p><b>Always use units when giving quantities</b></p><p>An aircraft was re-fueled at an airport during a transition from imperial to metric units. A flight requiring 1000 kg of fuel was provided 1000 lbs. No units were used on the documentation, leading to the miscommunication. Plane fell from sky.</p><p><b>Never assume/don't break the rules</b></p><p>A crew minimised fuel load routinely on a particular flight. They then defaulted to the risky routine and used the same load on a flight on the same route, but the <i>reverse </i>direction. Due to the altitudes of the airports involved, starting at a lower altitude airport than normal meant that more fuel was needed because of an increased climb height. Plane ran out of fuel and fell from sky. All dead.<br /></p><p><b>Confirmation bias</b></p><p>Another fuel story. A flight lost its bearings due to instrument failure, but sought to regain them by trying to catch a particular radio station. The crew picked up a broadcast they took to be from the station they assumed and planned from that. They were wrong. It was a station hundreds of miles from where they thought they were. They didn't cross check the assumption, didn't have a 'devil's advocate'. They crashed into unexpected terrain: a mountain. All dead.</p><p><b>It's always the system/drive out fear<br /></b></p><p>The aim of crash investigations is not to level blame, but to find causes. The fault needs to be found and eliminated; and the faults are one of:</p><ul style="text-align: left;"><li>technical: equipment or performance failure</li><li>systems: processes don't connect with each other adequately or are internally deficient<br /></li><li>management: recruitment, training, coordination, resourcing<br /></li></ul><p>On only the rarest of occasions people are taken to court. The aim of investigations is to learn to increase safe performance, so while participants might be concerned that they will be responsible for an error, they seem assured that honesty is essential and only the most egregious personal negligence might bring consequences.</p><p>As Deming says: '<i>drive out fear</i>'. Fear in an organisation or process leads to stifled communication, error, deceit, concealment, and inevitable failure. See the first lesson: Welcome Bad News. As Deming also says, if there's a problem in an activity or organisation, first examine the system that produces the problem...it is probably also its cause.</p><p><a href="https://www.amazon.com.au/Flaw-Averages-Underestimate-Risk-Uncertainty/dp/1118073754/ref=asc_df_1118073754/?tag=googleshopdsk-22&linkCode=df0&hvadid=341744103972&hvpos=&hvnetw=g&hvrand=15691729004021150092&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9071653&hvtargid=pla-451722394937&psc=1" target="_blank"><b>The Flaw of Averages</b></a></p><p>Never assume that an average multiplied by the number of units will be accurate. Remember the Normal Curve. Remember Standard Deviations. It can all go horribly wrong if you apply an average to a small sample/population.</p><p>One small aircraft was load assessed based on the average mass of a passenger and the average mass of per person luggage. That might have worked if there were 200 passengers, but there were only 16. The aircraft was overloaded and crashed on take off. Everyone died.</p><p>Another factor was that the average was out of date and didn't take into account the gormandizing tendency of too many modern Americans.</p><p><b>Fixation</b></p><p>If you concentrate too hard on the one thing (over-focus) you could die. One airline captain concentrated too hard on his altitude and forgot to pay attention to his airspeed. I think they all died too.</p><p>You need a few systematic preventatives: one project rule: anyone can bring bad news at any time to anyone...and be rewarded for doing so (i.e. 'Thanks Kevin, I'm glad you spotted that.). Anyone who disparages bad news leaves the project. It could be fatal.</p><p>Similarly to Fixation error is <b>continuation bias</b>. With this a person is inclined, sometimes sub-consciously, to continue on a course of action that is indicated by objective signs to be the wrong course of action. The tip here, is when things change check all the antecedent conditions and consequential possible results.</p><p><b>Fatigue</b>, lack of sleep. No one can 'tough out' tiredness. Attention fails, reactions slip, critical evaluation goes out the window. Your are more useless than a drunk, because at least a drunk is obvious. In one episode fixation on the part of the captain, and attention failure by the co-pilot to even be aware of three separate obvious signs of danger led to a crash.<br /></p><p><br /></p><p><br /></p><p><b> </b></p><p><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-56129687229348678692022-01-15T11:23:00.001+11:002022-01-15T11:23:07.479+11:00Operations management<p>During my Christmas break, I've been exploring videos on operations management. Whatever your field: architecture, engineering, project management, construction, icecream distribution, you manage operations.</p><p>So, I went to the experts.</p><p><a href="https://www.youtube.com/channel/UCocNOUZ5B1xToXCihKIoX7g" target="_blank">Lisa Bussom </a>at Widener University, <a href="https://youtu.be/DEuzzLled6k">Eddy Witzel</a>, and <a href="https://youtu.be/_VJkKZFuRvE" target="_blank">Inderdeep Singh</a> at the Indian Institute of Technology.</p><p>I'm working through Lisa's content first.</p><p>In the second lecture, she talks about <a href="https://youtu.be/-oBhZSRgKtg?t=97" target="_blank">product 'attributes</a>' and includes 'quality'. Quality is conformance to specification, in conventional conception. And sure, that's broadly an attribute of a product, but I think it is better to go to why the customer has an interest in the particular specification. They want a level of performance that will meet their need, their requirements, and give them value.</p><p>Performance is the attribute.</p><p>This then feeds into the process 'competencies'. Lisa has '<a href="https://youtu.be/-oBhZSRgKtg?t=199" target="_blank">quality' as a competency</a>. I would substitute 'design' for this.</p><p>Design is the threshold input to an effective process. <br /></p><p>The genealogy of value is this: customer need/opportunity > performance to meet the need/take the opportunity > requirements to produce the performance > specification of capability > design to meet the specification, deliver the capability, produce the performance to deliver value to the customer!<br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-28468553593593191442021-09-26T21:31:00.004+10:002021-09-26T21:31:14.809+10:00Braess's Paradox, of why tampering never works.<p></p><p>My comment on <a href="https://youtu.be/cALezV_Fwi0">https://youtu.be/cALezV_Fwi0</a></p><p>And this paradox is why randomly adding more people to a process
(project, workflow, etc.) often fails to improve performance or output.
It amounts to what Deming calls 'tampering' with the system. To change
the result of a system, e.g. produce more quickly, the system needs to
be redesigned. </p><p><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-70852639840277324572021-09-26T21:29:00.006+10:002021-09-26T21:29:55.443+10:00The problem is?<p>Comment I posted on: https://youtu.be/u_JQs5CbP1U entitled The First Problem Every Architect Faces<br /></p><div>Good review of the factors that go to siting a building. My practice has been that good buildings come from a thorough understanding of the purpose the client has, at a strategic level, the program (what the client needs/wants/is interested in) developed to achieve the purpose, the place and the people (client, users, customers, servicers, builders). Of course, what flows from this is the performance the building is to achieve. The 5 Ps of architecture!</div><div><br /></div>But all that aside, I want to comment on the title: the 'first problem'. At uni my tutors always referred to architectural design programs as 'problems'. My colleages still tend to do so. Engineers, bless them, solve problems, and sometimes very creatively. Architects go further. We organise new potentials for people. So, the problem a city has is that there's no library in a neighborhood? Problem? The idea of 'problem' is reductionistic and turns architects into solution preparers -- like chemists?. This is a triviality compared to what we really do: find opportunities and make places for people to invent their futures. We expand, we don't reduce. We create what has not yet been conceived. Doing that we solve a myriad of problems, or we avoid the problems, or we redefine them to exploit the benefits in an opportunity. A design commission is never a problem, it is always a challenge, an exploration, an opportunity, a desire.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-32841017084165754052020-12-03T21:46:00.005+11:002020-12-28T12:41:11.397+11:00Leading?<p>I'm coming late to this topic I guess, but a couple of friends have recently been dragooned into participation in 'leadership' training by their employers.</p><p>The courses, from what I was told, were high on affect and light on actionable content.</p><p>So, what would be the 'actionable content' on leadership?</p><p>I find John Adair's triad of Team, Individual and Task useful, and Jans' model of Representing (role model), Relating (the 'supportive' people manager) and Running (the team). Good in an Army context, but needs to be broken down into civilian life.</p><p>So, what is 'leadership' and what are its dimensions.</p><p>Firstly, 'leading' is one of the activities of a manager. A manager has formal authority to manage a business or activity unit to achieve its mission. This covers people, purpose and production.</p><p>One of the limbs to the manager's activity is influencing people to confidently achieve their goals. How?</p><p>1. Managing the context: this involves providing information, judgement and advocacy for the unit to direct and guide staff to understand the strategy and deliver the mission.<br /></p><p>2. Coaching staff: ensuring the right match between job and person, with a good (this varies greatly) mix of relevant challenge and routine maintenance at the limits, with the core job well defined and connected to the mission with clarity and sufficient precision to enable goals to be achieved (providing necessary resources is a component of managing, along side the 'leading' component).<br /></p><p>3. Managed genuineness. This doesn't mean a warts and all expose. We are talking context-relevant genuineness. Honest and sufficiently open with staff and colleagues, to enable frank (and polite) conversations that honour others and self to produce mission outcomes.<br /></p><p>What 'leaders' don't say:</p><ul style="text-align: left;"><li>'don't bring me problems, bring me solutions' [sometimes you need to work up an approach with the person to help them come to new experiences]</li><li>'you've got to step up' [if 'stepping up' is not happening, check your own behaviour and demonstrated attitude]</li><li>'it's your baby, you fix it' [no, a team exists for mutual effectiveness, use the team both to build capability and support development - sometimes its a team of two: the manager and the staff member]</li></ul><p>Finally, the core job of the leader: drive out fear. One of <a href="https://deming.org/explore/fourteen-points/" target="_blank">Demings 14 rules</a>. <br /></p><p><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-42857131704450011672020-10-27T23:05:00.001+11:002020-10-28T09:52:53.832+11:00Manage the 'inner' stakeholders<p>Stakeholder management, like most things in popular literature, is often reduced to a set of rules of thumb. Often good as far as it goes, but there are some stakeholders that need extra care.</p><p>I call them the inner stakeholders.</p><p>Who are they, and how do you find them?</p><p>Easy.</p><p>First, find the project sponsor. That's probably easy, but not always. The real sponsor.</p><p>Next find who the sponsor has dependency or supply relationships with.</p><p>That's them, then. These are the 'inner' stakeholders.</p><p>Because of their relationship with the sponsor, they have a stake in the project in some way. Maybe even a way they don't see or fully appreciate.</p><p>It's your job as the PM to find out what their stake is and how they conceive it.</p><p>You need to meet them and ask about the links to the project, and the links to the things and people, functions and customers, the project is linked to. The relationship of the 'stake' to the 'holder' can be a second or third-order relationship, and those relationships might then have similar links to other inner stakeholders. They all need to be found, named, and analyzed.<br /></p><p>This is the group you need to get in a room and identify the interconnections and how their influence can be useful to the project (and therefore to them). A 'rich picture' can help do this.<br /></p><p>Then keep them updated. Maybe weekly sometimes, maybe monthly or quarterly at others.</p><p>But keep them updated somehow, and keep your sponsor in the loop as an ally, a facilitator and a power and information broker.</p><p>No matter what. Do it.<br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-8875059723252304072020-10-05T21:00:00.004+11:002020-10-05T21:02:05.346+11:00Projects are for people<p>Thirty years ago I was involved in a resort project north of Sydney, overlooking a vast expanse of water. It was about 200 rooms, offered mooring for about 100 boats, included a couple of restaurants on the top level of the main building, one large enough for large functions, an 'oyster bar' to the north and a more family orientated 'Brooklyn Room' restaurant at water level.</p><p>It didn't get approval. The claim was it represented 'over-development. It was at the edge of about 20 square kilometres of bay, hundreds of hectares of virtually untouched bushland, probably hundreds of kilometres of undeveloped bush water-front. Over development?</p><p>It would have provided jobs for as many of the Brooklyn township as wanted them, provided professional opportunities in hospitality and catering, facilities management and marina services. But, forget the people who might get jobs, the people who would enjoy the resort - ranging from families to young couples to the wealthy. Forget the economic multiplier for the local economy, forget the supplier businesses in the locale. No, forget all that.</p><p>It was 'over' development, according to some planner and a local government that just liked the word 'over', I guess.</p><p>It didn't get built.</p><p>Recently a small restaurant opened on the site. It provides a small number of jobs, caters for a modest number of patrons, has a small economic footprint. Nearby is a yard for all to look down on containing uncapped waste bins, scavenger birds, waste on the ground (no paving), and tired very pedestrian outdoor areas.</p><p>Access is by a road with crumbling pavement edges and dusty shoulders (muddy in wet weather). <br /></p><p>It could have been great, but I guess the locals put their own selfish objectives ('just leave us alone') ahead of the enjoyment and jobs for the northern outskirts of Sydney.</p><p>Development is about people. It only works if it provides value for people. Every development frustrated by bureaucratic obstruction is a blow against people, because the developer only makes a dollar if he or she meets the needs of people.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl7jEONrw9x0dHOr4LcBbCxNecyiND1T_g8Bc75mdBX6UKI-8rc7m6eVnOpiZWTcgevH9HezAZMsE9Gb3lLg3MZqk0L4KzGGflOAe2pEUKH3UIrsTidH5-TQILH3dNayeo_GL1N1ZfaHY/s535/resort_location.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="348" data-original-width="535" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl7jEONrw9x0dHOr4LcBbCxNecyiND1T_g8Bc75mdBX6UKI-8rc7m6eVnOpiZWTcgevH9HezAZMsE9Gb3lLg3MZqk0L4KzGGflOAe2pEUKH3UIrsTidH5-TQILH3dNayeo_GL1N1ZfaHY/s320/resort_location.jpg" width="320" /></a></div><br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPtNRz7A-J_bbqHo5oa5Ab-DgnzRmlB25yQqUe4tpwhiK-VF-aYnJnlg9tsrzLU3OTqkwkM1dNaJPbWe2H1uzKYeZvqywXHa0Rfsm8xWM9XrIrzppCn6PzzI9idpkIq2MSFqs6N_CSUhg/s550/resort_concept.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="348" data-original-width="550" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPtNRz7A-J_bbqHo5oa5Ab-DgnzRmlB25yQqUe4tpwhiK-VF-aYnJnlg9tsrzLU3OTqkwkM1dNaJPbWe2H1uzKYeZvqywXHa0Rfsm8xWM9XrIrzppCn6PzzI9idpkIq2MSFqs6N_CSUhg/s320/resort_concept.jpg" width="320" /></a></div><br /><table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left;"><tbody><tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhROf672twqvtWMmUVMaGDz-Xbz_ZJd2omIXXrjKxQaMcGqE5e34f50F6d9monmYgRdR4CnzUj2cRyB4lplxXtFl54OHvlChnBrJyS_Kmq613U0vcIO4tr7nEoYTnCGmaAh9qOAIVFociY/s522/resort_site_today.jpg" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" data-original-height="306" data-original-width="522" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhROf672twqvtWMmUVMaGDz-Xbz_ZJd2omIXXrjKxQaMcGqE5e34f50F6d9monmYgRdR4CnzUj2cRyB4lplxXtFl54OHvlChnBrJyS_Kmq613U0vcIO4tr7nEoYTnCGmaAh9qOAIVFociY/s320/resort_site_today.jpg" width="320" /></a></td></tr><tr><td class="tr-caption" style="text-align: center;">Resort site today<br /></td></tr></tbody></table><br /><p><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-65275378888701505542020-09-30T19:45:00.007+10:002020-09-30T21:56:22.915+10:00Safe balustrades<p>
</p><p class="MsoNormal" style="line-height: 150%;"><span style="font-size: 12pt; line-height: 150%;">A balustrade should not be confused with a hand rail. They
have different functions.</span></p>
<p class="MsoNormal" style="line-height: 150%;"><span style="font-size: 12pt; line-height: 150%;">A hand rail is a support, at convenient hand height, to
assist someone to safely use stairs or ramps.</span></p>
<p class="MsoNormal" style="line-height: 150%;"><span style="font-size: 12pt; line-height: 150%;">A balustrade is a barrier to prevent falls from heights on
balconies or stairs. The effective height for a balustrade is based on a
person’s centre of gravity, not their hand height. <br /></span></p><p class="MsoNormal" style="line-height: 150%;"><span style="font-size: 12pt; line-height: 150%;"></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg2TxOzenzEAvaTtGwA1c7DZPnVOGAOeC2LZ5a8xGOTIWJgSQ2aoOOH5et1fMHTBc75xKyA0uVD69BQI6OmU1UJ8sXs39Xbr0gjPz6qTjoLRE6KBCa9ITchB9HD-2DfFv-IIaP4qdq2X1w/s402/balustrade+picture+1.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="266" data-original-width="402" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg2TxOzenzEAvaTtGwA1c7DZPnVOGAOeC2LZ5a8xGOTIWJgSQ2aoOOH5et1fMHTBc75xKyA0uVD69BQI6OmU1UJ8sXs39Xbr0gjPz6qTjoLRE6KBCa9ITchB9HD-2DfFv-IIaP4qdq2X1w/w400-h265/balustrade+picture+1.jpg" width="400" /></a></div>Balustrades also play a part in preventing the discomfort and
feeling of danger that some people feel at height.<p></p>
<p class="MsoNormal" style="line-height: 150%;"><span style="height: 5px; margin-left: -285px; margin-top: 39px; mso-ignore: vglayout; position: absolute; width: 273px; z-index: 251659264;"></span><span style="font-size: 12pt; line-height: 150%;">A hand rail is best positioned for
most people between 700mm and 900mm above floor level, or step nosing.</span></p>
<p class="MsoNormal" style="line-height: 150%;"><span style="font-size: 12pt; line-height: 150%;">A balustrade at a minimum should be 1100mm high, but
preferably 1200mm. At heights above two stories the balustrade should be 1300mm
high.</span></p>
<p class="MsoNormal" style="line-height: 150%;"><span style="font-size: 12pt; line-height: 150%;">At 1200mm falls due to pivoting around a person’s centre of
gravity should be impossible; at 1300mm falls due to other factors, including
accidental or intentional collisions should be largely eliminated.</span></p><p class="MsoNormal" style="line-height: 150%;"><span style="font-size: 12pt; line-height: 150%;"></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgql-6xS4eyaHbauhTLwAMuiXOM_iVCzGlRJ3Dy9tB9qcbpKhFd5SZpQMaf4bqeMmJ9Ksi6UWBCd7_BnLUY4Z81HDtJ3CvcWQf1DaZb_xdobYZrCzQ2J87kz7lWVm3NqEopZWQbpoL_qFM/s300/height+dia.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="136" data-original-width="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgql-6xS4eyaHbauhTLwAMuiXOM_iVCzGlRJ3Dy9tB9qcbpKhFd5SZpQMaf4bqeMmJ9Ksi6UWBCd7_BnLUY4Z81HDtJ3CvcWQf1DaZb_xdobYZrCzQ2J87kz7lWVm3NqEopZWQbpoL_qFM/s0/height+dia.jpg" /></a></div><p> The male 95% centre of gravity is about 1100mm, based on a height of 188cms.</p><p>Below is an illustration from Sutherland Council's rules about protective railing around swimming pools and at retaining walls.</p><p> </p><p>These rules pay attention to the reality of people's height and the implications for falls prevention of the centre of gravity. <br /></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLODfGT4BwY0n8JMtLRMFyxSUSMTSfhYu55Q5jcSqFRwaPtZ4ipxL1YJljL9orsVbNWX-WrdWFpWeZxiHQMzHQm1xTI-WaVwZrApmn5WyLdnrcO4xeKIPcmGzq5jHt1DvCQdAo3cg25Vc/s587/retaining-wall-1200-to-1800mm.gif" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="340" data-original-width="587" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLODfGT4BwY0n8JMtLRMFyxSUSMTSfhYu55Q5jcSqFRwaPtZ4ipxL1YJljL9orsVbNWX-WrdWFpWeZxiHQMzHQm1xTI-WaVwZrApmn5WyLdnrcO4xeKIPcmGzq5jHt1DvCQdAo3cg25Vc/s320/retaining-wall-1200-to-1800mm.gif" width="320" /></a></div><br />I've <a href="https://projectthorts.blogspot.com/2016/01/balustrade-height.html" target="_blank">another piece on this topic</a> related to high rise commercial buildings.<br /><p></p>
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{page:WordSection1;}</style></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-15245600025454658672020-08-08T09:23:00.000+10:002020-08-08T09:23:00.602+10:00Project as systemThe ubiquitous model of the project is the static 'triad', either <a href="https://projectthorts.blogspot.com/2020/07/the-real-project-triad.html" target="_blank">mine</a> or the unhelpful 'time cost quality/scope' abstraction.<br />
<br />
Projects are a set of flows of information and value (effort in terms of dollars). Below I attempt to demonstrate a model of this.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDsZo4FxGRxf4JDXd2YEuBZUTOnNd0P7DjqbI65RNje1JxWB30GBfW75fIEfFqfM3rUYb4X-10jBnZgOIj92HxMYGpEsrnSO9sIzALy2WK5r1IrppVTv4Qf2Mytg1Wo4s1n5eWKOPsiIY/s1600/project+general+model-web.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="343" data-original-width="681" height="322" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDsZo4FxGRxf4JDXd2YEuBZUTOnNd0P7DjqbI65RNje1JxWB30GBfW75fIEfFqfM3rUYb4X-10jBnZgOIj92HxMYGpEsrnSO9sIzALy2WK5r1IrppVTv4Qf2Mytg1Wo4s1n5eWKOPsiIY/s640/project+general+model-web.jpg" width="640" /></a></div>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-58935352537045775662020-07-26T14:12:00.000+10:002020-07-26T14:12:42.214+10:00The real project triad<br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgI4SuXU1Sequ-jlYBUoN4sbZ-l8G8rqeaxC6E48yxBpsS1CzB97GeJMGqY1Wf8Z_nayvl6otS-eax6S3k-oPJuN1nuDpYq6N6HhaVr4AbqX8Cb_Rhsl8H7eQwuqyg5zL4boUCjTGtpIas/s408/project_triad.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="252" data-original-width="408" height="248" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgI4SuXU1Sequ-jlYBUoN4sbZ-l8G8rqeaxC6E48yxBpsS1CzB97GeJMGqY1Wf8Z_nayvl6otS-eax6S3k-oPJuN1nuDpYq6N6HhaVr4AbqX8Cb_Rhsl8H7eQwuqyg5zL4boUCjTGtpIas/w400-h248/project_triad.jpg" width="400" /></a></div><div class="separator" style="clear: both; text-align: left;">Projects are about investing to delivery a level of performance that produces value for the investor. Everything is about this, including all trade-offs during the course of the project. It means everything flexes about value.<br /></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-5499345471164854582020-06-28T19:00:00.003+10:002020-07-02T11:46:09.124+10:00Project Software: what does it need to be?<div>Microsoft project is not project management software. It is schedule and resource software. Same for Primavera and all the other scheduling packages.</div><div><br /></div><div><a href="https://www.safran.com/risk" target="_blank">Safran Risk</a> is not project management software; although a very important package for understanding the risk implications of schedule.</div><div><br /></div><div>What is project management software?</div><div><br /></div><div>This is software that manages all the information flows, project configuration, and documentation with respect to delivery, investment and performance (the real world version of time, cost and quality).</div><div><br /></div><div>Every piece of information in a project has a number of dimensions. I'll use a big campus development as an example. Think of a new air terminal.</div><div><br /></div><div>It has numerous buildings, areas of paving, electronic, lighting, communication and sensor systems. It accommodates land side and air side vehicular traffic. It accommodates the flow of people, cargo, supplies and traffic.</div><div><br /></div><div>The dimensions of each piece of information about the project are:</div><div><br /></div><div><b>Location</b>: in three dimensions. A latitude and longitude, and an altitude. These can be expressed in site and building zones (taking a ground plan perspective), and floor levels vertically. At the micro level, rooms are the location. Then there are groups of rooms and types of rooms. Groups are contiguous, types are logical (and could be discontiguous). Rooms are collected into buildings, on floors and in zones of buildings. Buildings are within precincts. Civil works have zones and are also in precincts.</div><div><br /></div><div><b>Element</b>: are the logical components of a project. Building projects fall into elements that follow a typical cost estimation breakdown: at the highest level these area underfloor, superstructure, weather envelope (roof and external envelope), site works. These further subdivide, depending on the complexity of the building: internal divisions, circulation shafts (stairs, lifts, ducts), fittings, services (electrical, communications, sensor, fire, HVAC, any industrial services), the external envelope has windows, doors, attachments, etc.</div><div><br /></div><div>Elements are represented by <b>Systems</b>: these are the delivery vehicles of the project and break down into sub-systems, objects, assemblies, sub-assemblies and components (here we interface with the world of BIM). They are subsumed into system sets and systems of systems.</div><div><br /></div><div>[An example of a system breakdown: Environmental system set, HVAC system of systems, air conditioning system, air handling sub-system, air filter object, filter assembly, filter frame sub-assembly, filter barrier component. If a smaller breakdown is needed, we can use component-parts.]<br /></div><div><br /></div><div><b>Materials </b>are next, and vary from project to project. All projects need a materials dictionary that details each material specified and its use. Working schedules (e.g. the finishes schedule) can then refer to this dictionary).</div><div><br /></div><div><b>Suppliers</b>: the firms that supply components and materials, and</div><div><br /></div><div><b>Operators</b>: the firms that install, erect or place materials and components.</div><div><br /></div><div>All these are brought together in the Work Breakdown Structure, shown in the construction drawings, described in the construction specification and performance criteria, delivered according to the schedule.<br /></div><div><br /></div><div>During the project, with its tempo dictated by the schedule, every piece of information, every issue, risk and question is 'tagged' with the relevant dimensions, and from each dimension the relevant information for that dimension's member is available.</div><div><br /></div><div>The project team can check current outstanding issues related to, say, concrete sub-structure in the N-W zone of building Z for pouring by ConretePourers P/L. with a reference to the concrete for this location in the materials dictionary.</div><div><br /></div><div>Nothing gets lost, all information can be tracked, and tied to the WBS and schedule, cross linked to the risk breakdown structure.</div><div><br /></div><div>Nothing is buried in separate documents that have to be individually tracked, opened, read and copied from. Everything is linked to the 3D model of the building/s in terms of the schedule and WBS.</div><div><br /></div><div>Easy!</div><div><br /></div><div>What software to support this?</div><div><br /></div><div><a href="https://projectsight.trimble.com/prolog-construction-management-software/" target="_blank">Trimble's Prolog</a> (it used to be Meridian's Prolog), or Primavera Expedition went some way, but I know of nothing at the moment that supports this type of functionality at the level of detail I want.</div><div><br /></div><div>For my own work I tried using <a href="https://www.zootsoftware.com/" target="_blank">Zoot</a>, which was good, particularly for indexing documents. Right now I'm experimenting with <a href="http://www.infoqube.biz/" target="_blank">Infoqube</a>, which replicates aspects of <a href="https://en.wikipedia.org/wiki/Ecco_Pro" target="_blank">EccoPro</a>, and bears some resemblance to <a href="http://www.bobnewell.net/nucleus/bnewell.php?itemid=186" target="_blank">Lotus Agenda</a>, which I used decades ago.</div><div><br /></div><div>Other packages I've tried are <a href="https://www.kinook.com/UltraRecall/" target="_blank">UltraRecall </a>and, on the Mac, <a href="https://www.devontechnologies.com/apps/devonthink" target="_blank">Devonthink</a>.<br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-24482348608950982412020-03-21T12:20:00.001+11:002020-03-21T12:20:16.329+11:00The very big projectFamiliar project structures typically include a PCG: project control group (or Project Board, in <a href="https://www.prince2.com/aus/prince2-methodology" target="_blank">Prince2</a>)<br />
<br />
In large projects I've conducted I find a couple of other formal groups useful:<br />
<br />
1. An Operational Management Group (OMG, or OMCommittee), and<br />
2. A Stakeholder Reference Group (SRG)<br />
<br />
<b>Operational Management Group </b><br />
On complex projects, the sole manager, even with staff is not adequate to the complexity of the operational activity. The OMG is composed of the decision-makers from essential contributing disciplines or departments. It usually runs to 5 or 6 people.<br />
<br />
The OMG role is to advise the PM/PD on critical issues of coordination, operational strategy and the details of performance, again, particularly where coordination is required.<br />
<br />
In smaller projects, the PCG can reach into this area, but in larger projects, it concentrates on policy and strategic matters, and authorizations of critical decisions related to scope, expenditure, and policy.<br />
<br />
<b>Stakeholder Reference Group</b><br />
Large projects can have many conflicting stakeholders, stakeholders that the project genuinely seeks to serve in some way. The representatives of these groups meet every 6 to 8 weeks to consider progress, the relation of the project scope and performance requirements to evolving stakeholder concerns and needs and to advise the OMG of stakeholder interests. The OMG may refer these concerns to the Sponsor for further consideration, with any project effects being referred to the PCG/Board.<br />
<br />
<br />
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-14075859102714344852019-12-24T10:49:00.002+11:002019-12-24T10:49:54.400+11:00Sydney Opera House Construction<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhJwKD7fN0PNuuXxySnPg0Gm8Au8Lk4_aJ4dwVuinhl1CE3zsF73nZrcMRvsVieLjpfdRAGIGvdSVb3Z84fepSnFLEVUUWXu33EHJzAZN0h2f7O2aZQNjYK-pxLtdohcv-tvtTu8x4sjo0/s1600/sydney+opera+house+construction.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="395" data-original-width="509" height="248" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhJwKD7fN0PNuuXxySnPg0Gm8Au8Lk4_aJ4dwVuinhl1CE3zsF73nZrcMRvsVieLjpfdRAGIGvdSVb3Z84fepSnFLEVUUWXu33EHJzAZN0h2f7O2aZQNjYK-pxLtdohcv-tvtTu8x4sjo0/s320/sydney+opera+house+construction.jpg" width="320" /></a></div>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-83518011035777308372018-12-25T20:22:00.002+11:002018-12-25T22:01:29.633+11:00On tendersThere's no end of advice on calling and evaluating tenders for building/construction services, whether professional or trades, it would seem. This is suggestive of a problem not yet solved.<br />
<br />
One of the most popular approaches is to seek tenders that satisfy listed performance or capability criteria and achieve the lowest price while demonstrating high performance. Quite a tension!<br />
<br />
In the UK the desire is to fine the Most Economically Advantageous Tender ("MEAT") where price and performance criteria are melded in the hope of representing a meaningful measure of overall benefit to the principal.<br />
<br />
As in other places, the performance criteria are usually given some type of qualitative or impressionistic but hardly objective, repeatable or reliably reproducible score. The various criteria are then 'weighted' by an equally subjective and probably unreliable method. The 'dartboard approach' to tender evaluation.<br />
<br />
The prices are 'normalised', removing information, and the result is multiplied by the weighted performance score and it is imagined that knowledge is produced!<br />
<br />
Patrice Fabien has <a href="https://www.bto.co.uk/blog/price-scoring-%E2%80%93-getting-it-wrong.aspx" target="_blank">written on this topic</a> with some insight into its limitations.<br />
<br />
I'd like to propose a better way than the hit or miss that is common.<br />
<br />
The performance criteria need to be characterised by sub-criteria so that the evaluation can be objective, with scores given on the basis of countable items. For example, running from:<br />
<br />
0 = meets no sub-criterion up to<br />
...<br />
5 = meets all major and minor sub-criteria.<br />
<br />
The weighting is best achieved using a system such as pair-wise analysis, as explained in the MITRE <a href="http://www2.mitre.org/work/sepo/toolkits/STEP/" target="_blank">STEP methodology</a>, and precisely in the <a href="http://www2.mitre.org/work/sepo/toolkits/STEP/files/ScoringMethodsContent.pdf" target="_blank">evaluation system</a>.<br />
<br />
In my view, this produces a reliable and reasonably objective performance or capability score for the project performance.<br />
<br />
This score is then subjected to a threshold for progression to the price evaluation.<br />
<br />
The threshold might be set as an absolute minimum acceptable score, or minima that must be achieved on a number of criteria. Thus a low score on identified criteria will eliminate the tender from further consideration. After all, there is no point considering an offer that fails to deliver, no matter what the cost!<br />
<br />
The next step is the price comparison.<br />
<br />
Only those scores that meet or exceed the threshold should be considered at this point. If there is a large field over the threshold, a 'countback' through the scores might be used on a criteria basis (tenders with lower scores on critical criteria eliminated or only the highest 'n' scores considered.<br />
<br />
Rather than mathematically normalise the prices (which destroys important information) to produce a 'score' then multiply this and the performance score, it is preferable to proportion scores against the lowest 'above the threshold' price.<br />
<br />
This proportions the price by performance, in effect, pricing the performance. <br />
<br />
The result looks like this:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7sPLQoUW_v169bVFd4kJ3eNbBIvJN48RscWLgOA1z2Vn_uARLd-m29PEDAMb-1uxyzsPa8U_htzQ8kf0alOMjl8MEpsUmM7YdFaHgM2scMYO5MhTrQST7e796KFEIOLa-IQqC6ffzni4/s1600/tender+proportion+web.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="818" data-original-width="1600" height="203" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7sPLQoUW_v169bVFd4kJ3eNbBIvJN48RscWLgOA1z2Vn_uARLd-m29PEDAMb-1uxyzsPa8U_htzQ8kf0alOMjl8MEpsUmM7YdFaHgM2scMYO5MhTrQST7e796KFEIOLa-IQqC6ffzni4/s400/tender+proportion+web.jpg" width="400" /></a></div>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-57933963139667320862018-12-02T13:13:00.003+11:002018-12-25T20:33:58.994+11:00Good DesignLots of talk about 'good' design. But precious little on its parameters. Sometimes the 'good' transmogrifies from effectiveness to moral rectitude, touching other way-stations on its travels.<br />
<br />
There are a few lists around of dimensions of good design.<br />
<br />
One of the most famous is <a href="https://www.designprinciplesftw.com/collections/ten-principles-for-good-design#principle-1" target="_blank">Dieter Rams' 10 principles</a> by which good design is:<br />
<br />
<ol class="collection-principles">
<li>
Innovative
</li>
<li>Makes a product useful
</li>
<li>Aesthetic
</li>
<li>Makes a product understandable
</li>
<li>Unobtrusive
</li>
<li>Honest
</li>
<li>Long-lasting
</li>
<li>Thorough down to the last detail
</li>
<li>Environmentally friendly
</li>
<li>As little design as possible</li>
</ol>
Some of these are meaningful. Others are empty, arbitrary or judgemental. For instance, "honest." Really? "Unobtrusive"? Not good if you are designing the entry to the Emergency Department of a hospital. "Aesthetic"? Aesthetic what? Good, bad or ugly...they are all 'aesthetics'. Aesthetics is about beauty, it doesn't mean beauty itself. "Environmentally 'friendly' ". Peurile and unhelpful.<br />
<br />
<a href="https://www.archdaily.com/198583/dieter-rams-10-principles-of-%25e2%2580%259cgood-design%25e2%2580%259d" target="_blank">Archdaily sets out a little more description</a> on this same list. <br />
<br />
Here's another attempt.<br />
<br />
<b>Parsimoniously fit for purpose</b>.<br />
<br />
Easy to say, hard to do. That covers 1, 2, 4, 7 and 9 of Dieter's list.<br />
<br />
Let's look at the coverage:<br />
<br />
1. "Innovative" without purpose is waste. The wheel is good, but we innovated to tracks when they were better. Tracks on a racing car would be no good! Innovation for its own sake without a driver external to the object of attention is also waste; and possibly frivolous. On the other hand, if it takes us to unexpected benefits or stimulates external unexpected benefits, opportunities and investment, then all the better.<br />
<br />
2. "Makes a product useful"<br />
<br />
Of course, 'fit for purpose'. Noting that the wider 'purpose' is cast, the more better (!) the design is. The best design is produced on the back of deep understanding of all the drivers of purpose. These can range from an investors' objectives, to users' objectives, usability, lifetime costs, usable life, the applicable objectives of others who have in interest in the subject...and so it goes.<br />
<br />
4. "Makes a product understandable"<br />
<br />
Same as previous.<br />
<br />
7. "Long lasting"<br />
<br />
Better: lasts as long as necessary. A stage built for a temporary festival that would last 1000 years is not what we want...although some stages build for permanent use have lasted well over 1000 years.<br />
If it lasts too long, the risk of over use of resources or over investment in the subject occurs.<br />
<br />
9. "Environmentally friendly"<br />
<br />
I've never known what this means, nor does anyone else, I suggest, as it is used to promote all sorts of political and commercial agendas.<br />
<br />
Here's what we are after: Meets environmental requirements and in an overall sense, parsimiony of materials, effort, operation and ownership leading to minimal consumption of resources: just enough consumption to meet the user need, and just enough consumption through maintenance and cleaning. There is also a cost-performance trade off with any measures that are not core to the purpose of the design subject. Over-investment in one 'environmental' outcome will reduce the capacity to achieve other environmental or general product outcomes.<br />
<br />
<b>Uses inputs (materials, components and execution techniques) compatible with requirements</b>.<br />
<br />
This meets Dieter's 7, 8, 9, 10. <br />
<br />
The core parameter is cost-effective deployment of industry capability. This can include innovations that are brought about, of course, but it is hardly good design if a product is impossible to achieve economically or with other consequential 'dis-benefits'.<br />
<br />
Nothing meets number 6. To help think about 'honesty' in design, compare the 'honesty' of a CT scanner without the cover. Honest? Helpful for an anxious patient? Easy to keep clean? I don't think so, and darn scary when it <a href="https://www.youtube.com/watch?v=2CWpZKuy-NE" target="_blank">starts spinning</a>.<br />
<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4-BfgjQrvyDmE35NwxFlxWnwF9SI_qyca4o45FTQGHtROSKV3MJpc63920wUJ13vw7X6MxHFBlRwYSV-4kwCcOiLabhpkgvOoDJsQ2r-BczTeeSG1anTNGkpkI-BCxa0qMIhMAkCw_kg/s1600/ct+scanner+no+cover.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="835" data-original-width="960" height="278" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4-BfgjQrvyDmE35NwxFlxWnwF9SI_qyca4o45FTQGHtROSKV3MJpc63920wUJ13vw7X6MxHFBlRwYSV-4kwCcOiLabhpkgvOoDJsQ2r-BczTeeSG1anTNGkpkI-BCxa0qMIhMAkCw_kg/s320/ct+scanner+no+cover.jpg" width="320" /></a></div>
<br />
<b>Enjoyable to own, use, operate.</b><br />
<br />
Dieter's numbers 2, 3, 4, 5, 8.<br />
<br />
Enjoyable is hardly the word; perhaps enjoyable for the use: a hospital foyer's 'enjoyable' would be able to reassure patients, encourage staff and attract visitors. An opera house foyer: enthrall, excite, stimulate?<br />
<br />
Enjoyable relates to practicality, affect, and aesthetic perception appropriate in the product's context. <br />
<br />
Thus, in keeping with Dieter's number 10 my list is 3, his is 10. Less is more.<br />
<br />
Another take on lists is my five item version:<br />
<br />
<b>Usable</b><br />
In every way suiting the needs of the users, owners and investors: even the needs they don't realise for functional fit, comfort, future adaptability, etc.<br />
<br />
<b>Affordable</b><br />
Again, in every way: value for money in
selection of materials, systems, components, operations, maintenance and
future adaptability. This is an umbrella 'economy' including use of
energy and maximisation of passive climatic adaption.<br />
<br />
<br />
<b>Buildable</b><br />
No mucking around by the builder and his supply chain to realise the design.<br />
<br />
<br />
<b>Enjoyable</b><br />
As above in the list of three. This can go from 'merely' comfortable, to spectacular, depending on the building's role.<br />
<br />
<b>Readable</b><br />
This is as broad as you need it. As one uses, passes by and/or views the building, what it does, is and provides to the place, the user and its viewers is comprehensible. That is, the building represents its performance 'strategy' to the user and community. This can extend to contextually adapted (a 'good neigbour'), 'coded' for its purpose by the visual/tectonic and spatial language of the design, tells the user what the user needs to understand: where one does what. For example the entrance presents itself to the user for comfortable and helpful usage (back to 'usable'). An opera house, conveys that it is a special, fun and enjoyable place to be, etc.<br />
<br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-25168387064978373412018-08-18T14:27:00.000+10:002018-08-18T14:27:03.539+10:00Programs and programsMy recent work has included a lot of interaction with human services businesses. They use the word 'program' differently from its use in generic project management; indeed, even the public sector based Prince2 system conceives as programs exclusively in such terms too. (in the MSP system).<br />
<br />
In human services, 'program' when it is not applied to infrastructure, for example, the hospital construction program, means, not a collection of related projects, but a systemic intervention to bring change in people's lives; the 'people' are usually known as the 'target group' (in the Army we used 'target' to mean something we would obliterate...not so here, of course!).<br />
<br />
These programs are based on what it terms a 'program logic model'. This sets out how the program will work to effect the results in peoples lives that it sets out to achieve. Conceptually much like an infrastructure project.<br />
<br />
The PLM works back from the results to 'Inputs' via (in backwards order): <i>Outcomes</i>, resulting from <i>Outputs</i>, resulting from <i>Activities</i>, detemined, or defined by <i>Resources</i> or <i>Inputs</i> selected on the basis of <i>Need</i> or <i>Opportunity</i>.<br />
<br />
Again, there is an obvious resemblance to the typical project course.<br />
<br />
Where the major difference is is in the Activities-Outputs-Outcome set. This trio is a constant cycle that operates for the duration of the program, and may be a permanent operation, for all practical purposes. For example, the 'road safety program'.<br />
<br />
The PLM is not only a plan (at high level) but a means of inquiry into the program; so it forms the basis for definition, specification, design and delivery; much like a schedule; but brings together schedule, WBS and delivery in one unit.<br />
<br />
A typical PLM is below.<br />
<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEju0r62S50ClGMrBKny5_HZ25eHYWVOIIrPopSdaiG0ZyddEXfd8cxI88YsFklOFbNM4nipw00CS7pz7KhStdDINN0yNY7_T_lB5dQNk6zJN4YOCfBPvnSTyaxxURYjqd6YJgQFaU4ioHw/s1600/wi_lm.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="960" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEju0r62S50ClGMrBKny5_HZ25eHYWVOIIrPopSdaiG0ZyddEXfd8cxI88YsFklOFbNM4nipw00CS7pz7KhStdDINN0yNY7_T_lB5dQNk6zJN4YOCfBPvnSTyaxxURYjqd6YJgQFaU4ioHw/s400/wi_lm.jpg" width="400" /></a></div>
<br />
<br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-81629666552629182842018-08-15T10:46:00.000+10:002018-08-16T09:37:07.586+10:00Top level project reportI posted this comment on a recent Linkedin PM forum, to the request for the items that a CEO report should contain for a project.<br />
<br />
<blockquote class="tr_bq">
<span class="text">At the very top level: the current forecast outturn
cost, compared to current budget; the current forecast completion date,
compared to current approved completion date; earned value status,
dollars committed, number of unresolved issues in an aged table (e.g.
unresolved for 2 weeks, 1 month, 2 months) and current value at risk.</span></blockquote>
<span class="text"></span><br />
<span class="text"> <b>Now for some detail.</b></span><br />
<span class="text"><br /></span>
<span class="text">The critical information for a CEO is how much will this cost and when will it be finished. This </span><br />
<span class="text">would be compared to either the business case or the current approved state of the project.</span><br />
<br />
<span class="text">Reports should have a graph of all previous forecasts to show trends. </span><br />
<br />
<span class="text"> A subsidiary interest would be the expected NPV of the project compared to the business case, or current approved NPV. For some CEOs this would be critical. Indeed, for all, it should be!</span><br />
<span class="text"><br /></span>
<span class="text">Earned value status is an obvious one; but if a formal EVM system is not used, it can be given an approximation: how much was estimated to be spent for a certain state of production, compared to how much was actually spent. If the contract has an estimated cash flow, this could be an input to tracking this.</span><br />
<span class="text"><br /></span>
<span class="text">However, all these are backwards looking. The CEO would need to have information about the project's future.</span><br />
<span class="text"><br /></span>
<span class="text">Two proxy indicators that could be reported are:</span><br />
<ul>
<li><span class="text">dollars committed (that is, subject to contracts with suppliers and sub-contractors). Comparing these against cash flow projection can be used to assess the project productivity.</span></li>
<li><span class="text">aged tracking of issues from the issues log. The number of open issues over time would give an indication of the general project state and performance. If notified issues won't do it, then it could be decisions pending, or contractor claims unresolved (i.e. yet to be agreed, accepted or rejected).</span></li>
</ul>
<span class="text">The final item is current value at risk. I'm assuming here that the project has a quanitified and costed assessed risk. As the project advances, some risks retire, and the final project cost becomes more secure in a tighter range, but others may emerge, change or be costed more accurately. This might lead to an increase in either the final out-turn cost or the expected range of that cost (e.g. project is 80% certain to cost between $10m and $11m). </span><br />
<br />
<span class="text">An example of a similar report format is below, for illustration. It is also worth referring to the <a href="https://oppmi.com/" target="_blank">One Page Project Manager</a> for another, more operational, approach. </span><br />
<span class="text"><br /></span>
<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjmL5e3lfXJWs8ZeSB3M8cdqjOHxCuRWGMc3tAAkZwixqrSRnyq8pZLEXaQk7McaNkMLqTvh8VJFOpjnKDvr7Ib53BU3kfnXS4GafLH4ynsTGbfyCCNTWsxXs6UHDG1XlGkfqIcbvyK23Q/s1600/ceo+project+highlights.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1600" data-original-width="1131" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjmL5e3lfXJWs8ZeSB3M8cdqjOHxCuRWGMc3tAAkZwixqrSRnyq8pZLEXaQk7McaNkMLqTvh8VJFOpjnKDvr7Ib53BU3kfnXS4GafLH4ynsTGbfyCCNTWsxXs6UHDG1XlGkfqIcbvyK23Q/s640/ceo+project+highlights.jpg" width="451" /></a></div>
<span class="text"><br /></span>
<span class="text"><br /></span><span class="text"><br /></span>
<span class="text"><br /></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-15276952827092080262018-06-12T21:27:00.002+10:002021-08-21T14:33:20.571+10:00Confuse me with liftsI'm sure you've seen it; maybe even done it.<br />
<br />
Hit the wrong lift door button when in a hurry. Maybe closing the doors on someone hurrying to hop on.<br />
<br />
It's not hard. The Australian Standard symbology is confusing as it depicts door states in conflict: one shows the desired state of the door being closed: the arrow heads pointing to the door leaves closed, suggested by a vertical line; but the other shows not the desired state, but the current state: another vertical arrow, but not the state we want for the doors open. At a glance they are impossible to distinguish promptly.<br />
<br />
A better symbology is in the lifts at a Council Chambers I recently visited in Sydney.<br />
<div class="separator" style="clear: both; text-align: center;"> <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj3C6iekq8l5Q7H-Ori8WKrr7LyCTHP7n2PlnQe35Icy9TzQhXERYFJ5i3nl0dgzCyE7UPg3ORw0Nry31im9kXseE7hxZ5lnMVGBM8cJe-kxQU057IidGJpaUoFswE7dVAvO48B_r3QtxQ/s1600/lift+buttons.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj3C6iekq8l5Q7H-Ori8WKrr7LyCTHP7n2PlnQe35Icy9TzQhXERYFJ5i3nl0dgzCyE7UPg3ORw0Nry31im9kXseE7hxZ5lnMVGBM8cJe-kxQU057IidGJpaUoFswE7dVAvO48B_r3QtxQ/s1600/lift+buttons.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1600" data-original-width="1333" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj3C6iekq8l5Q7H-Ori8WKrr7LyCTHP7n2PlnQe35Icy9TzQhXERYFJ5i3nl0dgzCyE7UPg3ORw0Nry31im9kXseE7hxZ5lnMVGBM8cJe-kxQU057IidGJpaUoFswE7dVAvO48B_r3QtxQ/s640/lift+buttons.jpg" width="531" /> </a></div><div class="separator" style="clear: both; text-align: center;">And here's my sketch.</div><div class="separator" style="clear: both; text-align: center;"><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi6lvltqQ8pSzSLJmJNxlDRr3cdTqOPIYW711vK9OSk-ZGBETsuJ53vgV5J18bYO5CMyB-KeWo69Q24MkEfHgAToQcEdYvnjBDvM0u4ABdoeG3Er9ar3VK3bhTlw4Urrrz4qSYWDMbMfXg/s1280/lift+buttons.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="1280" height="225" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi6lvltqQ8pSzSLJmJNxlDRr3cdTqOPIYW711vK9OSk-ZGBETsuJ53vgV5J18bYO5CMyB-KeWo69Q24MkEfHgAToQcEdYvnjBDvM0u4ABdoeG3Er9ar3VK3bhTlw4Urrrz4qSYWDMbMfXg/w400-h225/lift+buttons.jpg" width="400" /></a></div><br /> <br /></div>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-4119171864647712982.post-15927251685659141882018-05-08T09:41:00.005+10:002018-06-12T21:27:45.631+10:00StairsI've long had a bee in my bonnet about stair design. After centuries of making stairs, we still seem to not be able to get it right reliably.<br />
<br />
When I find a comfortable stair, I measure the rise and tread. <br />
<br />
At a weekender I've used, the stairs were a comfortable 170 rise and 285 treat. <br />
<br />
Here's the stair at Wahroonga railway station in Sydney.<br />
<br />
Rise 145mm, Tread 360. Very easy to use. <br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimRWWOPrWiu8yNk0By18x_oDy43Xf3Rq24uIHxQTX85U2EfZIPnUFkEYUrYdL1CIAV6PWNXb52iXgVkO1ws0Yp-vc2auDSnWfVohSL6zTluMspOWY-nT7TjvQgEMsr0CC9yMJhXKs3gnU/s1600/Wahroonga+station+stairs.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="494" data-original-width="1024" height="192" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimRWWOPrWiu8yNk0By18x_oDy43Xf3Rq24uIHxQTX85U2EfZIPnUFkEYUrYdL1CIAV6PWNXb52iXgVkO1ws0Yp-vc2auDSnWfVohSL6zTluMspOWY-nT7TjvQgEMsr0CC9yMJhXKs3gnU/s400/Wahroonga+station+stairs.jpg" width="400" /></a></div>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-92162607194941350412017-11-11T20:48:00.005+11:002018-08-15T10:46:43.325+10:00Project softwareA run down on the project software I've used over my career so far.<br />
<br />
First in NSW Public Works Department<br />
<br />
<b>Vision</b>, running on an <b>Alpha Micro</b> minicomputer (size of a large dishwasher)<br />
Vision ran in two parts. First load was of activities ('tasks' is the word amateurs use), and the activity application was run. Then the activity relations application was run to weave the activities together.<br />
<br />
It printed out at great length as you could imagine for a time scaled network diagram.<br />
<br />
Next package was <b>Timeline</b> 3 running on DOS.<br />
I used this in a medium sized architectural office where I was senior architect. I was running a small job to design a new factory for BHP, making welded plate beams. The firm seemed to have little idea of job pricing, so I created a schedule in Timeline, put costs against all the staff and consultants we'd be using. I printed this out on my little dot-matrix home printer and showed the partner in charge. He was struck by the cost of the project. I think it was the first time he'd seen such a thing.<br />
<br />
After this I upgraded to <b>Timeline</b> 4 on DOS as it had macros.<br />
<br />
My next package was CA <b>Superproject</b> in Windows.<br />
This was a charm to use, although I was irritated by it showing each resource as a separate activity bar. Took up lots of space on the screen, and lots of paper to print. It may still be available at <a href="http://vetusware.com/download/CA-SuperProject%203.0/?id=10990" target="_blank">Vetusware</a>. I might have some disks somewhere as well, but would be surprised if they still worked.<br />
<br />
I didn't touch PM packages for sometime then, until I was working for a multi-national design-construct business. We used <b>Fast Track</b> and an architectural information package, name of which escapes me (maybe it was Fast Track!). I saw an early version of <a href="http://www.vicosoftware.com/prolog-construction-management-trimble-buildings" target="_blank"><b>Prolog</b></a> (now owned by Trimble) at a trade show and was impressed that here was software that supported full management of a project, not just schedule and cost. It managed the entire information flow, which is the heart of PM, in my view. <b><a href="http://www.aecsoftware.com/project-management-software/details-win/" target="_blank">Details 3</a> </b>is a similar package, but I'm not sure if it is still live.<br />
<br />
Then I came to <b>Microsoft Project</b>, in a very early incarnation. Was good, and I liked it, although the presentation control (for printing) could have done with some tweaking.<br />
<br />
I moved to another multi-national D-C firm where <b>Primavera P3</b> was used: a great PM package. We also looked at <b>Expedition</b> for full project information control, but as we were implementing <b>BAAN</b> ERM, our efforts went there instead. This also distracted us from implementing <a href="https://www.deltek.com/en-au/products/project-and-portfolio-management/cobra" target="_blank"><b>Cobra</b></a> for earned value management. We also had a stripped down version of P3 called <a href="http://www.cdp-inc.com/content/suretrak-project-manager-30" target="_blank"><b>Suretrak</b></a>. It was a superb little package. I've got the disks for that somewhere too.<br />
<br />
Primavera was great. It really felt and performed as a top of the line professional package (its now <a href="https://www.oracle.com/applications/primavera/products/project-management.html" target="_blank">P6</a> and owned by <b>Oracle</b>).<br />
<br />
I missed it when I joined a public sector operation and back to MS Project; OK but not great, although it has improved over the years.<br />
<br />
One aberration I encountered in this public service organisation was during the implementation of SAP financials and HR systems. SAP projects was bolted on. This was so bad it wasn't even wrong! Project management as conceived by an accountant is not the way to go. It was so clunky and non-project in its concept-of-workflow that it was impossible to use for project management. Reporting, maybe, cost accounting, maybe, but not for PM. No one used it. The idea of tracking people and costs on the one platform was a good one, but force feeding by corporate types who know nothing about project management was a recipe for disaster, they not knowing what they didn't know, and thinking that multi-degreed engineers, architects and quantity surveyors, whose first degrees were twice the length of theirs had nothing to offer was risible.<br />
<br />
Now, a few curios:<br />
<br />
<b>TurboProject</b>. From the same stable as TurboCad, and pitched at the same market: I'd call it sub-professional. OK but not brilliant. The product seems fast and reliable with sufficient functionality to satisfy more than basic needs. I used it at version 1, and <a href="https://www.turboproject.com/" target="_blank">its still around</a>, in a number of variants and would probably be great for a firm that did smaller contained projects: event management, publishing, simple buildings or civil works, etc.<br />
<br />
<b><a href="http://meandcomputers.blogspot.com.au/2017/08/key-project-manager.html" target="_blank">Key Project Manager</a></b>. A small 'task' management package; came on a magazine cover disk decades ago and I used it in Windows' early days. Simple for non-project tasks and even had task durations with calendar views to help coordinate. But here, as most 'task' managers, the fatal flaw is no way of assigning or tracking dependencies.<br />
<br />
In the world of Mac the only offerings I am aware of are <a href="https://www.projectwizards.net/en" target="_blank"><b>Merlin Project</b> </a>and <a href="http://www.conceptdraw.com/products/project-management-software" target="_blank"><b>ConceptDraw Project</b></a>. Both are at the same level as TurboProject, in my estimation, but I'd be happy to be proved wrong. That is, good, but not for major projects with hundreds of activities, dozens of calendars, multiple baselines, earned value reporting, etc.<br />
<br />
Update: a quick look at the Mac websites was good; both packages have come along since I encountered them about 10 years ago. Quite mature products. Merlin has the ability to link lots of files to activities (they call them tasks, like a project is equivalent to cleaning the house). Now this is starting to be where we need project management software. The big job in project management is managing and communicating information. Tracking this torrent of what used to be 'paperwork' is at the heart of it. Tracking project configuration changes is also essential: drawing and specification revisions, scope changes, work remediation...the time schedule approach to PM is nowhere near this.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-13273113975667170242017-04-14T20:39:00.000+10:002017-04-14T20:56:26.734+10:00Sydney INTERNATIONAL Convention CentreIf you label yourself 'international'; you'd better be that...not just pretend with fancy signs.<br />
<br />
This is one reaction to the 'internationalness' of the Sydney Convention Centre: <br />
<br />
<div class="MsoNormal">
<b>Toilets</b>.
Predictably after the long first session, there was a rush on the toilets. On
average men take 30 seconds to use the urinal, 15 seconds to wash hands and
another 25 seconds to dry hands thoroughly standing at the drying machine. Let’s say that women take twice
this for the first two uses.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
At an estimate, there were about 1200 people using the level
3 toilets; lets divide that into 2, for the two sets and again into M and F;
300 people possibly wanting to use the toilets in the 20 minutes break.</div>
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For men, each toilet on the level should have 7 urinals (a
concession to less than 100% usage), and women should have 14 toilet cubicles.
Women might then need 7 hand basins and 7 driers in each toilet, men about half
that. But what did we have? Less than half that number, and long conjested queues for every service point in the toilets (urinal, basin, hand dryer).</div>
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The hand dryers need to be placed in cognizance of the
numbers and their flow; not placed in an awkward location that obstructs the
smooth flow of patrons. NOT ‘international’.</div>
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Men’s urinals need some modesty separation. Some ‘international’
hotels in Sydney provide small, but sufficient panels between them…just like in
international hotels I’ve experienced in other countries. Lack of them means
NOT ‘international’ and simply offensively undignified. I take no delight in
being splashed from an adjoining urinal.</div>
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<a href="https://www.blogger.com/null" name="m_-7967451260664462732_m_-4406824785805953877__GoBack"></a><b>Coffee
service</b>. It was good that the milk was placed distant from the tea and
coffee service points. However, flow was awkward and there were insufficient
points, meaning that the foyer was full of queues snaking around each other: for toilets, drinks and food. To
serve the number comfortably probably requires 4 to 6 service points, with
rational flow to milk and sugar points. Food points should also be dispersed to
manage circulation.</div>
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<b>Foyer</b>. Needless
to say, movement in the crowded foyer was difficult. There were insufficient
seats available, by a factor of about 10. The foyer did not comfortably
accommodate the crowd, making it perilous to handle hot drinks, and therefore
uncomfortable and uneasy. NOT ‘international’.</div>
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<span style="font-family: "calibri" , sans-serif; font-size: 11pt; line-height: 115%;">So, a nice little place, looks
attractive and has some useful qualities, but its ancillary facilities are
simply inadequate for scale and pace of demand and do not reflect an international class venue;
indeed the venue, in my experience across three continents, is embarrassing in
its poor provisions for patrons’ comfort.</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-4119171864647712982.post-50467148391687712262017-04-12T20:39:00.004+10:002017-04-12T20:40:46.955+10:00United we fly, united we fallIf you have missed it, United Airlines is now famous for roughly hauling an elderly passenger off a plane that they overbooked.<br />
<br />
For those interested in how business handles risk, this is an interesting case: one 'difficult' passenger, a routine request (I would surmise that the 'bumping' requirement is included in the ticket contract),
staff with poor PR skills, lack of ability to increase the value of the alternative offer, a CEO who doesn't know the business and regards passengers as freight...and it all unravels in share price and ramifications in China...they picked the wrong passenger. How a small cascade of minor errors potentially wipes huge value off the company. I bet they didn't cover that one in their pretty risk matrix.<br />
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One has to chuckle.Unknownnoreply@blogger.com0