Publications, References and Links
Here we include material on
1. Catalysts for Change Management
2. Data Management
3. Using Information Technology in Construction-related consultancies
4. Book Reviews
5. Going Independent and Consultancy as a Career
If you have any comments on the information here, or elsewhere on the web site, please contact us.
Some links and references are provided on other pages where they are more directly relevant to the subject.
Independent Consultancy and Interim Management - Latest Article
An article by Barry Tuckwood published in December 2011 is accessible through the Independent Consultancy and Interim Management page.
Articles on Change Management may be found here
A more diverse range is below.
1. Catalysts for Change Management
Change takes time and requires political will
We can learn from experience in all industries. I wrote the following article for an international conference using material based on my early career, brought up to date with research at a former employer and many contacts. While the paper's audience was attending a technical conference, many of the speakers referred to complex issues of public policy and economic regeneration. The real point is often that technical issues might be complicated but the most complex issue is of having a clear long term view, culture change, and political will.
LESSONS FROM OVERCOMING GEOTECHNICAL PROBLEMS ON BROWNFIELD SITES
Published in 11th International Conference Geotechnical Challenges in Urban Regeneration London, May 2010.
This work considers the regeneration of an extensive group of brownfield sites concentrating on the period 1975 - 2009. Crucial lessons are the importance of enabling clients to understand the issues that they face; researching, identifying and resolving problems; and the risks, costs and timescales involved. For success there needs to be the political and financial will to enable long term development to suit society’s changing needs and ensure sustainable economic development.
Process Mapping
Effective Consulting, an independent publication, included an article on using process mapping as an agent for change. There are many circumstances where the change in the ways that people work are not carefully considered beforehand, buy-in is not achieve, and the result is a disaster. In the examples used here it is a success. Understanding not only the processes as they existed before the change but also as they are intended to later on is vital to enabling effective change.
Download the PDF
Not Just an Office Move
Ambassador, previously the magazine of the Association of MBAs, published my article recognising that since change is inevitable when a company relocates, relocation can be used as an agent for change to help ensure that the changes occur in a constructive, effective way to meet the company’s strategic objectives.
2. Knowledge and Data Management
There is a separate page for Data Management here.
Data Management forms the basis of good information, and formed an extensive element of the Valuebill project (See Case Studies), and I will be providing short articles here. The following is based on presentations I made during the Valuebill project.
Referring to the diagram below, service delivery, regardless of sector or industry, depends on the wisdom of the people, who must have real knowledge of what they are doing based on information sourced from data. That data, the very basis of all that the organisation represents, must be timely, accurate and appropriately referenced. Many assignments and projects aim to improve the quality of the data that an organisation uses, the speed at which it can be obtained, and the certainty that it relates to the task in hand.
In this chart, used often during workshops for the project, we depicted the primary objective of the organisations as the provision of high quality services to their customers. To achieve this they needed certainty as expressed through knowledge, developed in conjunction with their partners and related organisations. These are in turn based on information gleaned from core data. Any improvement programme would therefore enable enhancement of the data at the root of this information and knowledge, and of the processes used for gathering and disseminating that data. Better data, gathered and used more effectively, leads to service improvement. Accurate, timely, relevant data is crucial for effective and efficient service delivery.
To discuss information management in your organisation please contact us.
3. Building Information Modelling (BIM) and The Use of Information Technology in Construction-related Consultancies:
The property and construction industry has an extensive and ever-changing number of stakeholders and the opportunity for misunderstanding and conflict are always present. In recent years Building Information Modelling has become a vital initiative supported by central government, used to produce benefits to the whole of the built environment through improved design, construction, and asset management. Data sharing is essential for this, with collaboration and trust throughout the whole supply chain.
As a member of the Institution of Civil Engineers Information Systems panel and the BIM Task Group I had the privilige of shairng a webinar on Innovation in Construction for which the presenter was Martin Simpson of Ove Arup.
We should reflect that much of what we are now seeing in the design and construction phase of construction, through the adoption of sound BIM practices, has been part of normal practice in the aero and auto industries for many years, but, as Martin shows in his presentation, there is considerable history to it in construction too.
Over 20 years ago, in 1989 I provided a paper with the title The Use of Information Technology in Construction-related industries for The Fourth International Conference on Civil & Structural Engineering Computing. It can be found here.
The paper advocated the increased use of the electronic exchange of information – data, drawings, documents – between the various parties engaged in construction, to reduce errors in understanding between architect, engineering consultancies, property consultants, clients and contractors, to save both effort and time. The core message, that sharing information can save time and money, is at least as important today. We can reduce the significant waste which arises through misunderstandings, by improving the way in which the entire supply chain collaborates to produce and share accurate, up to date information for client, designer, contractor, sub-contractor and materials suppliers.
The ultimate benefits are for everyone: a better job for the client, lower costs, faster design and construction, improved material selection, lower carbon footprint, improved health and safety management, and enhanced long term maintenance. To achieve these we first need to change the culture: we need a strong collaborative relationship based on trust.
Additional material on BIM is available on separate webpages, linked below:
4. Book Reviews
Book reviews and other articles were published by Effective Consulting, the Association of MBAs, and, some years ago I think, by Project Manager Today. These were across a broad range of management subjects and interests, including the Economist Pocketbooks, Project Management, Co-opetition, the massive changes in the former Soviet Union, consultancy and innovation. I may include some reviews here from time to time. I have used every one of the books in my work with students at MBA or undergraduate level, as well as with clients. If you think I should review specific titles please let me know.
5. Going Independent and Consultancy as a Career
This is considered on a separate page here. It provides an article in Pathfinder magazine published in December 2012 and an earlier presentation with Alan Horne of Albemarle to the Association of MBAs.
If you would like to discuss anything here please ask..