Ian recounts his experiences of dealing with problems of Facilities Management which could have been easily prevented at the design stage at project outset. He will discuss plant replacement access, changes in lifts to the floor of a building, plant room size, accessing security installations, security control room locations, wall finishes, heating systems, installations featuring glass stairs, maintenance access, lamp changes and cleaning, all problems he has experienced in his 40 years of construction. Pointing out the plight of Facilities Managers working with buildings designed and built without their involvement, Ian recalls pitfalls that you can avoid at much earlier stages.

KEY TAKEAWAYS

• Issues occur when the designers do not correctly consider the impact of their decisions on future operations.
• At the design stage of a large 18 story complex, the ability to replace the plant equipment at the top floor had to be considered as the required crane to complete the task could not be accommodated or constructed in central London.
• A hospital lift being relocated resulted in the contamination of clean ward areas by laundry facilities, a situation completely unacceptable to infection control.
• A Health Centre, designed without a Facilities Managers input, had to be refitted just before completion due to an air handling units maintenance access for filter renewal being placed directly against a wall. 
• Emulsion paint applied in the high traffic areas of, for example, a school would result in repeated cleaning and repainting avoided by using more washable finishes, a situation obvious to a Facilities Manager.
• These examples demonstrate that for the whole life of a facility to be respected in both its operation and maintenance, a Facilities Manager should be involved in the design process at the earliest stage.

BEST MOMENTS

‘So really, it's an awareness process I'm looking at rather than a critique or criticism per se. So how it impacts on the day to day activity of the building an operation and how it's run and maintained.'

‘So I said we need to look at this again, and they went away and came up with a redesign that allowed us to remove the plant later on.'

‘And the design team glibly saying whether other lifts available to get all the waste and clean linen and other elements in and out of this area would have meant going through Ward areas, because there was no designated FM corridor, which you can't clearly take waste out through a ward area. Infection control would have gone mental over this.'

‘We're on the hook for air quality and maintenance and all these sorts of things. So a significant retrofit had to happen post handover when the building was supposed to be going operational. So this was an expensive refit to  allow simple maintenance to be undertaken. Again, this should have been thought through at design stage. And if an FM had been involved from the very beginning, it would not have happened.'

‘So I've been involved in a number of highly trafficked facilities, for instance, police stations, schools and all that sort of thing. Where main corridors have not been thought through from a finishes point of view.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Welcome to the sixth episode of Property Done Properly, an educational and entertainment podcast in Real Estate, Construction and Facilities management covering the whole life cycle of a project from inception to realisation.

Ian continues his coverage of his five pillars with the fifth, design. Included in this subject are scope and client requirements, design management, technology systems processes and whole life cycle.

KEY TAKEAWAYS

• The client requirements must be defined in detail, from the required functions of the property to the desired aesthetics. No detail of the clients vision must be overlooked
• Design management is the nature and make up of the design team. They need to be fully informed of the clients requirements and the make up of the team should be formed based on those requirements. 
• Make sure you have all the correct technology systems for your projects requirements. Modern tech offers vast options from drones to capture site data to AI systems. All these not only facilitate actual production, but can assist in monitoring and managing the project. 
• A whole life cycle approach should be taken with the project from the inception of the idea to the demolition of the building. The operational cost of a project extends all the way to its complete end and all aspects should be considered.

BEST MOMENTS

‘In designing hospitals, we call this adjacencies. So we made sure that the relevant rooms are adjacent to each other. So for instance, where a operating theatre exists, it will need to have certain functions and rooms next to it like the scrub room like the anaesthetic room, like the recovery room. So those all adjacencies to that operating theatre or suite of operating theatres. So that is a very important aspect to the operation of that part of a hospital.'

‘So this is important that the whole design team considers the structure correctly at the ver, very beginning. How everything is layered what the geographies are, the attributes, that sort of thing.' 

‘Does he want it to be a passive house type design? When it's a completely sealed building with air recirculation, heat recovery and all that sort of thing. That all needs to be thought through because that can impact building design.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Welcome to the fifth episode of Property Done Properly, an educational and entertainment podcast in Real Estate, Construction and Facilities management covering the whole life cycle of a project from inception to realisation.

Ian continues his coverage of his five pillars with the fourth, community. Included in this subject are mission, visions and values, who is in the community, management plan, communication, client, government, design team, contractors and suppliers, and public engagement.

KEY TAKEAWAYS

• Mission, vision and values. This focuses the wider team on what the project is all about. This needs to be agreed by the client, design team and contractor to create a homogenous approach to the project. 
• Who is in the community? The client or developer, government and local authorities, design team, construction contractors and sub contractors, staff and employees and local community, funders and insurers. The management plan will detail all of these different people, what their interests are and how they should be approached. The aim is to create a holistic approach to ensure everyone feels included in the delivery of the project.
• Communication is one of the key elements of the project. We need to ensure communication is open, transparent and clear. Definition of jargon, methods of contact, recording of those conversations for later reference and security. 
• The client has the lead role and are the owner and initiator of the project. They are responsible for monitoring of the project and the ultimate arbiter of issues and disputes.
• Government and regulatory bodies, whether they are involved via a PPP or not, need to be engaged with at the appropriate level and their role and responsibilities understood.
• The design team needs a leader manager to work closely with the client. They should be the centre of communications with government and contractors to highlight any problems and suggest solutions to the client.
• Contractors and suppliers will be the public front with the local community due to being the personnel on the ground in direct contact with them and observed by them. This often means that they are the focus of any local problems with disruption the project could potentially cause. That needs to dealt with appropriately.
• Do we have full public engagement? Do we understand who all the liaison groups and contacts are? Is the local community being fully informed of and listened to during the project.

BEST MOMENTS

‘In terms of mission it declares the purpose of an organisation and how they serve their customers. The vision describes the desired future position of the company or organisation or in this situation, the project. The core values deal with the organisations long term beliefs and principles that guide the employee behaviour.'

‘Does this strategy outline how all of these parties to be dealt with are handled because clearly an environmental activist group, a community liaison group, the architect and the contractor will all need to be dealt with and handled differently.'

‘We need to agree what these methods and channels are and how we are going to keep the records. So need to make sure there are protocols, processes and systems on how the communications are to be undertaken and what nature.'

‘We need to make sure we have all the constituent elements of government and regulators involved in the community.'

‘We need to look at the impact of construction methods on adjoining sites and other parts of the community.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Welcome to the fourth episode of Property Done Properly, an educational and entertainment podcast in Real Estate, Construction and Facilities management covering the whole life cycle of a project from inception to realisation.

Ian continues his coverage of his five pillars with the third, commercial. Included in this subject are contract strategy, project economics, risk management, forms of contract, types of contract, understanding the market place, procurement and finance and funding.

KEY TAKEAWAYS

• Contract Strategy asks have the contract documents and conditions been thoroughly reviewed? Is it clear and unambiguous? Has the contract been explained and understood by all the relevant management levels involved?  
• Project Economics covers the analysis of the contract for initial cost estimation. Is all the necessary information in the contract to facilitate costing?
• Risk Management must be centralised by all parties involved in the contract. Risk is different for all involved but its important that all risk is included and all have carried out a risk assessment.
• The different forms of contract are numerous and balance the requirements of different project types in different countries reflecting differing interests, liabilities, payment requirements and standards.
• Types of contract can be based on a lump sum payment for completion of the project or allow for inflation or changes of circumstances on project. 
• The current marketplace must be understood to gain some sort of foresight of upcoming economic changes or individual material price increases or decreases.
• Procurement, finance and funding is secured by all those involved having robust budgets for purchase and planning in place for where and when materials will need to be purchased. A solid contingency budget guards against potential cost rises. 

BEST MOMENTS

‘Have key people on the project been trained on the strategy in initial stages? This will probably be the Project Director, Project Manager and the estimating and quantity surveying team.'

‘I know, for instance, in the UK that in economic downturns and recessions in the construction industry the bigger contractors on the bigger projects will assess the documentation for all the pitfalls and when potential conflicts and issues come out then they'll allow for that and take that off that price to make themselves more competitive in the marketplace.'

‘So all of these risks have to be assembled at various levels to make sure they sit together so the contract doesn't get at risk and overburdened.'

‘So even if the contract is smaller value but highly complex I would suggest that the standard building form of contract still needs to be used.'

‘At the moment we've got a lot of issues with containerised deliveries because containers have shot up in cost due to a number of ships laid off because of various different demand patterns.' 

‘So everybody needs to make sure they have robust budgets on place from the get-go and all the costs that have been incurred actively monitored and tracked against budget.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Welcome to the third episode of Property Done Properly, an educational and entertainment podcast in Real Estate, Construction and Facilities management covering the whole life cycle of a project from inception to realisation.

Ian continues his coverage of his five pillars with the second, team. This includes a number of considerations including key leadership attributes, organisational structure and design, capacity and competence, strategic planning, industrial relation challenges and key outcomes.

KEY TAKEAWAYS

• The key attributes of leadership including good communication skills, confidence, integrity, empathy, inclusivity, resilience, vision, innovation, passion, self discipline, decisiveness, charisma and loyalty.
• Awareness of the culture of your environment is important. This relates not just national and religious cultural rules and habits but also the nature of your team. Is the culture one that respects a strict or more fluid hierarchical structure? Is it driven and hard working or more relaxed?
• Ensure the correct capability, capacity and competence of your team. Is the right mix of skills present? Are those skills available in a local workforce or will they have to be found further afield? 
• Organisational design encompasses who will be added to your team and at what point. Is there enough literal physical space for them and at what point in the project will it become available? Will the location and nature of that space allow for easy communication and operation?
• Your strategic plan should set out your communicative structure and ensure your reporting organisation and hierarchy. Good industrial relations and a centralised project specific employee policy can avoid conflicts and disputes. The role of multiple languages should be considered.
• At the finish of a project the key outcomes should be outlined. Consider the concept of a successful project for all your team as well as your client.

BEST MOMENTS

‘Organisational structure, in the construction industry in particular, is a hard industry. It's out there in the field dealing with raw materials with different trades with different personalities. It's a tough and tumbled type of business to be in.'

‘So we have a culture where junior members of the team may have some valid observations and things to bring.'

‘It soon became evident that the normal bricklaying masonry skills that existed on this particular project were not appropriate for putting this together. They didn't know how to sort it out.'

‘And currently there are a number of resource skill shortages post pandemic for a number of different reasons.'

‘So suddenly that had a delivery on a Friday afternoon and nobody on site because they weren't aware that the customer practice was that everyone finishes at lunchtime.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Welcome to the second episode of Property Done Properly, an educational and entertainment podcast in Real Estate, Construction and Facilities management covering the whole life cycle of a project from inception to realisation.

Ian starts with his explanation of his five pillars of success with Process, covering how a project is managed and controlled including how authority is delegated, scheduling or programming, reporting structures, performance management, change management and quality management.

KEY TAKEAWAYS

• Governance is a system of rules, practices and processes by which a project is directed and controlled. It involves balancing the interests of all people involved from the client to the sub contractors and operatives on site.
• The size of the project should dictate the size of the board. Irrespective of scale the project needs a focal point and the board should be clear on its implementation. The board also needs to have relevant skills and experience. 
• The Project Initiation Document (PID) is fundamental to the success of any project. It can also been known as a Project Charter. The client objectives are the basis of this and then the setting the scope and exclusions of the project need to made clear. 
• The Acceptance Criteria should be included. This is where you clearly identify the criteria being used to accept the project as complete. Full risk management should also be included in the PID along with organisational and communication details. 
• Dependencies should be established. What tasks need to be complete to facilitate onward progress? 
• Reporting Structure should be delineated. Often client or investor reports are regularly required and can often be overlooked and often can be taken as a breach of covenants for funding by financiers. Also it should be clear how things are measured and reported and if this can be reasonably achieved. 
• Change management procedure needs to be set out at this stage. There should be a procedure in place for changes of circumstance that might otherwise halt a project if no action is taken. This could include price escalation or circumstantial altering of the original goals, or “scope creep”.
• Quality Management and adherence to modern standards has to be established, as do how quality is to measured and documented. Procedure in the case of quality breaches also need to be detailed. 

BEST MOMENTS

‘The contract should be used as a framework and a safety net in case of any unforeseen disputes or anything like that. We need to act in the projects best interests.' 

‘At the end of the day the project board is the key focal point of the project to make it successful.'

‘What assumptions are being made at the beginning and how is that listed? Those assumptions will need to be dealt with and progressed as we move forward.'

‘Then we need to consider for a particular project, programme or schedule what the detailed schedule of activities are and has this been produced.‘

‘For instance, you clearly need to have a structure in place before you can get a lift or escalator in, however those lifts and escalators may have significant lead times so that needs to be addressed in the PID so that when that is all being ordered that's all pulled together and dealt with.'

‘Does all the reporting comply with the contractual requirements? Particularly in regard to timing because we could soon end up in default.'

‘How will the project deal with the unexpected? There's likely to be natural disasters particularly in certain areas of the world and with the ever changing climate that we've got.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Welcome to Property Done Properly, an educational and entertainment podcast in Real Estate, Construction and Facilities Management covering the whole life cycle of a project from inception to realisation. Ian Rogers is your host and is here to share his wealth of experience in the industry to guide you through your own property development endeavours. 

In this inaugural episode Ian will introduce himself, his skills and experience to you, and explain how he hopes to help you in your projects moving forward. He also will introduce the concept of the five pillars of project success ; process, team, commercial, community, design, and underpinned with mind and well being, and the general content within those pillars. 

KEY TAKEAWAYS

• Ian is a Chartered Quantity Surveyor and Project Manager with 40 years experience working on construction projects, facilities management contracts and Private Finance Initiative and Public Partnership Projects. Born into a construction environment his father owned a small local building company with about 50 to 60 employees.
• Ian then went to university and achieved a degree in quantity surveying and then worked for construction firms, gaining experience on a number of projects including a major extension to a college, a leisure centre and a substantial college build from the ground up. He then moved into a London project and progressed into more complicated builds.
• He then moved to a Facilities Management role which he enjoyed for the longer term relationships with clients it offered. From this he moved on to maintenance of facilities during which he gained experience in setting up training.
• Ian worked on early Private Finance Initiatives when the system was in its infancy and learned negotiation and teamwork skills being among the pioneers of this system and informing its future.  
• In 2008 Ian started his consultancy business initially looking at how public sector contracts work and advising on PFI/PPP projects. He now works internationally in the Caribbean and the USA.
• This show will look at anything in terms of the built environment ; design process, feasibility studies, financial modelling, funding, the whole life conceptualisation of a project, building information modelling, (a new technology currently being introduced to smaller projects), construction process, facilities management and will include interviews and insights into Ians passions and interests.

BEST MOMENTS

‘So what I want to talk about today is a brief introduction about myself, this series about the overview of the built environment as I see it, the whole life cycle and facilities management and how that all integrates into the design process and an introduction into the five pillars of project success.'

‘From a very young age I was in and around that environment of seeing construction going on, how it was built, watching very intricate, winding oak staircases being built in the joinery shop, being onsite watching the craftsman work.'

‘We had a number of issues on that project, including one of the major contractors going bust and a client then going bust but we still managed to rescue that and get the building built with only a few weeks delay and still relatively on budget.'

‘So I learnt a lot but the big thing that it taught me was bringing in my construction experience and my facilities management experience by starting to look at the holistic, whole life cycle of a project.'

‘When it comes to projects it's a known fact that they all have issues and problems. From various surveys that I've recently read, 55% of all will have challenges and may also fail. The problems can include delay, cost overruns, quality issues, reputation damage, that sort of thing.'

‘I'm going to be looking at this from an American point of view, a UK and European point of view, a Caribbean point of view and how we can mould all these different styles together to get the best out of our built environment.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.