Property Done Properly: Recent Episodes

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Ian will be taking a break over the Easter period but will return with lots of exciting new interviews, articles and blogs towards the end of April or the beginning of May. See you soon!

VALUABLE RESOURCEShttps://www.ianjrogers.com/

ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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Welcome Sophie Foote about Health and Safety. With a world of experience as a Scuba Diving Instructor; a degree in Social Anthropology; a Master’s in Southeast Asian Economics, Anthropology and Politics; and Air Traffic Control qualifications under her belt, Sophie has taken the plunge into the HMO (House in Multiple Occupation) markets. Ian and Sophie discuss her experience as a Diving Instructor and building a diving resort, working in an unfamiliar culture, her beginnings in HMO management, her drive to improve standards within the HMO market, good relationships with tenants, staying in control of rising energy costs, and her podcast ‘Girls in Property’.

KEY TAKEAWAYS

• Sophie currently manages a portfolio of 14 HMOs and is starting to work with HMO conversions moving forward.
• Starting in Scuba Diving, Sophie felt that the way forward was to be an owner and operator of her own diving school which led her to purchase land in Indonesia to set up and build it which gave her initial experience in property development.
• Returning to England for their children’s education, Sophie became an HMO operator as a franchisee of the ROOMS platform, a rent-to-rent model which manages HMOs for owners and pays base rent and collects individual rents from tenants to fulfil the margin.
• Sophie has systemised the landlord-tenant relationship with quick cleaning and property maintenance turnarounds, an app-based system to allow communication between tenants and to report problems, and regular social meetings to improve rapport.
• The demand for HMO rentals is increasing due to the cost of living. An ‘all in’ model allows tenants to make one payment that includes all the extraneous energy bills (currently prohibitively expensive) so people are leaving flat rentals and seeking rooms.
• You can listen to Sophie and her co-hosts Athena and Julia’s podcast ‘Girls in Property’.

BEST MOMENTS

‘For me, it’s making safe, comfortable, clean homes for our tenants because I view a lot of HMOs and the standard is really, really poor and there seems to be a typical HMO that’s a bit beige and falling apart.’ – Sophie

‘It’s very brave to start a business and develop all in a new country in what is probably a young relationship with your other half at the time. To try and put all that together it must have been very stressful.’ – Ian

‘We had things like crabs in the walls sometimes. You’d get land crabs going up the bamboo or geckos, and monitor lizards. But bamboo is fairly easy to replace so…it wasn’t too bad.’ – Sophie

‘It’s really not difficult to be of a higher standard than most of the HMOs. It seems that most of them are typically student groups and they just left so anything that breaks is left broken, any mess is left uncleared. So we have a cleaner that goes in, and we maintain things very quickly. We have an app for our tenants so they can report stuff.’ – Sophie

‘If you differentiate yourself within the market like you are, you’re never going to have an empty room.’ – Ian

‘We’ve got smart thermostats in every property which we control and we turn the heating on in the morning and the evening for an hour or two and then the tenant can boost it for an hour as well, which means the heating can’t be left on all day.’ – Sophie

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.

CONTACT METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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In his final episode detailing the function of Building Information Modelling (BIM), Ian explains the Digital Twins. A Digital Twin is a digital representation of a physical object, process, service or environment that behaves and looks like its counterpart in the real world. In terms of buildings and real estate, the Digital Twin utilises the original 3D model from the BIM process and converts it into a representation of what is actually built.

Ian covers types of Digital Twin, how a Digital Twin functions, challenges they can solve, why and how to design with Digital Twins, data, modelling, internet linking, Artificial Intelligence integration, and benefits of Digital Twins.

KEY TAKEAWAYS

• The data, as with all aspects of BIM, is the critical part of Digital Twin representation.
• This method can allow enhancement of strategic technology trends, prevent costly failure in the physical objects and, with advanced analytics, test the products and services.
• Types of Digital Twins are Component or Part Twins, Asset Twins, System Twins, and Process Twins.
• Digital Twins can improve procedures such as workflow and staffing, monitoring, and testing of new products and processes.
• Devices connected to the internet allow real-world data to be instantaneously transferred into the Digital Twin.
• Common benefits include increased reliability, availability through monitoring and simulation to improve performance, reduced risk, reduced mechanical failures, and efficient scheduling and supply chain.
• With new participants in the supply chain, all must be willing to share all their data from their production processes to ensure the information contained in the Digital Twin is complete.

BEST MOMENTS

‘It is effectively the transition from the design phase into the real world.’

‘What you are trying to do through the digital twin is actually test what reality is going to be like and therefore avoid all the costly mistakes by doing it wrong in the first place.’

‘The developers who create the Digital twin ensure that the virtual computer model can receive feedback from sensors that gather data from the real world version.’

‘Digital Twin technology uses machine learning algorithms to process large quantities of sensor data to identify data patterns.’

‘However, for all of the benefits, Digital Twins is not suitable for all instances as it can increase complexity.’

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/

See omnystudio.com/listener for privacy information.

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In this episode, Ian talks with Nitin Govila, Senior Vice President of Business Asia Pacific, Middle-East and Africa, and Chief Sales and Marketing Officer for Serge Ferrari. Serge Ferrari is a world leader in materials for light architectural and exterior landscaping applications and has reached their 50th year in designing, developing and manufacturing material solutions for solar protection, tensile architecture, modular structures, and furniture and marine usage.

Nitin has a great deal of experience in International Construction Projects, Building Materials, Marketing, Home Automation, Roofing, Modular Structures, Product Development and international culture.

Ian and Nitin discuss Composite Materials and Modular Applications and their impact on construction, the longevity of materials, information management and culpability, workforce management, and understanding international culture.

KEY TAKEAWAYS

• Composite Materials can mean flexible materials, flexible membranes, tensile fabrics, or technical fabrics. These materials are produced for interior applications, awnings and shadings for airports, theatres etc, facades, furniture fabrics, marine protection and industrial applications.
• More and more this external material is called the 5th element of construction. If you watched the World Cup you would have seen Serge Ferrari’s membrane structures in use.
• After 50 years of operation, Serge Ferrari has amassed many examples of well-applied solutions to various practical problems to demonstrate to customers the longevity and efficiency of their Construction Projects.
• Information management is vitally important for future changes and accountability in building projects.
• Sustainability is often forefront, but the way employees are treated on international projects must also come from the top and corporate responsibility.
• Efficient international projects and planning require the operatives to understand the culture of the clients and workers that are involved. This requires a certain amount of immersion in the country’s culture and environment.

BEST MOMENTS

‘We operate across multiple market segments. Obviously each market operates differently. So I have overall responsibility for the business in my zone.’ – Nitin

‘There’s a lot of people on sustainability and carbon footprint. So presumably these fabrics are a lot more sustainable and have got a lot less embedded carbon than say a concrete or a steel structure.’ – Ian

‘Our presence is across the world. We have done stadiums, airports or big structures in New Zealand, Australia, Japan, Korea, China, South-East Asia and then coming to Africa, America, South-America and Europe also. Whether it’s extreme winters, whether it’s extreme heat, whether it’s a stormy climate, corrosive climate.’ – Nitin

‘Facades play a very key role. It’s part of the design of the building, it’s part of the construction, maybe it’s part of the cost.’ – Nitin

‘We should motivate organisations or leaders to look at the methods and practices that companies have been doing and they’re successful and they’re profitable and that can also bring a positive change for everyone.’ – Nitin

‘I see the UK in a totally different perspective now having travelled and lived elsewhere.’ – Ian

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/

See omnystudio.com/listener for privacy information.

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In the final episode on Building Information Modelling, Ian will explain the Common Data Environment, a critical element of the BIM operation. The CDE is a central repository where all building project information is housed.

He will discuss why a CDE is established, who contributes, what form it takes, the considerations required when a CDE is created, the advantages of CDE, responsibilities within CDE, information ownership, and common misconceptions about the implementation of CDE.

KEY TAKEAWAYS

• The contents of the CDE are not limited to assets created in a BIM environment and will therefore contain documentation, graphical models, non-graphical assets, documentation, licences and approvals.
• Many BIM protocols, in particular, the Construction Industry Council propose the use of a CDE.
• Everybody contributes to the CDE to capture all aspects of the project.
• The shared information should result in coordinated data that should in turn reduce both time and costs on your project.
• Organised data allows for efficient information analytics and significantly improved problem-solving speed and prediction.

BEST MOMENTS

‘Using a single source of information collaboration between the project members should be enhanced, the stakes being reduced and duplication being avoided.’

‘This is really the heart of what it’s all about. This is where all data is stored and if done correctly and integrated correctly so people can retrieve it effectively. Like any filing system, it is only as good as how it was set up.’

‘A lot of training needs to be done, all collaborators and contributors need to be told exactly what is needed, how the information is to be stored, how it is to be used, how it is to be extracted and all that sort of thing.’

‘Contractors have stated that better data gathering, analysis and reporting capabilities have a significant impact on their ability to win new work.’

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/

See omnystudio.com/listener for privacy information.

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The BIM Execution Plan (BEP) is the plan prepared by suppliers to explain how the Information modelling aspects of a project will be carried out. It should detail the project deliverables stipulated by the contract and the information exchange requirement as detailed in the BIM protocol.

In this episode, Ian will cover differences between pre and post-contract execution plans, the benefits of having a BEP and the seven elements of a strong execution plan.

KEY TAKEAWAYS

• Through clear roles, responsibilities and real-time communication, the BEP keeps all in sync while ensuring construction stays on track.
• A pre-contract BEP should demonstrate the proposed capability, capacity and competence to meet the PID in general terms. Post-contract BEP is to confirm the supply chain’s capabilities.
• A strong BEP will include clearly defined roles and responsibilities, strategic planning, BIM scope definition, defined key deliverables, project goals and BIM objectives , quality control procedures, reference project information including key project contacts and working procedures.

BEST MOMENTS

‘A BEP is a comprehensive document that helps project participants move forward with clear roles and expectations. It is an essential element to create before beginning any construction project, especially for those that are large or complex projects with many collaborators.’

‘I’m talking about a BIM specialist in their own right. You may need to get the BIM specialist on board before you get the design team employed.’

‘It might take time to put the plan together, but once it is up and running it will set out the key deliverables, procedures and other information that will streamline the BIM process and keep everybody moving forward.’

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/

See omnystudio.com/listener for privacy information.

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There are various roles that need to be undertaken to manage the entire BIM process. From the outset of the project to the end of the entire lifecycle many tasks are necessary to collate, standardise and apply the collected data effectively. In this episode Ian will cover all the personnel and skills that will be required to apply the BIM process efficiently.

KEY TAKEAWAYS

• The most important aspect is the application of a BIM project plan. This requires a lot of upfront thinking.
• A firm or organisation-wide role is required to handle BIM objectives, practice and research, creating processes and workflows, creating standards and protocols, implementation and training.
• The Coordination Level role is a project focused position whose responsibilities are the in-house ownership of the project and the BIM execution plan, regular project audits, team coordination and discipline, and quality control of content creation.
• A BIM Technician should be a properly trained individual with BIM experience and not simply training in the separate software compromising the operation.
• Some of these roles may overlap in responsibility depending on the complexity of the project or organisation.
• A BIM specialist is an advanced operator in information management and modelling and can play the role in some cases of a BIM manager.

BEST MOMENTS

‘It is important to understand how vital the BIM management role is. It is not simply a rebranded CAD manager, nor does it replace the CAD manager's role. They are two distinct entities.’

‘The old IT adage of ‘garbage in, garbage out’ still applies in this sophisticated process.’

‘So you have the Manager overall, the Coordinator, the Technician, the Modeller, and the Specialist.’

‘Some of the roles of a BIM Coordinator include preparing the BIM execution plans, project specific training documentation, proficiency in using the authoring tools and writing the technical support and mentoring required to the project team.’

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/

See omnystudio.com/listener for privacy information.

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In this episode concentrating on Building Information Modelling (BIM), Ian takes a look at what this comprehensive and versatile data system has to offer to owners of building projects. He will cover the cost to owners, the problems that owners face, the benefits of BIM to owners, how it saves time and money, the return on BIM investment and the future of the building life cycle.

KEY TAKEAWAYS

• Poorly collated data and highly fragmented teams cost the real estate industry in the US 15.8 billion dollars annually, two-thirds of which is payable by the owners.
• Delays, cost overruns, disputes, and quality issues can all be mitigated substantially with a well-run BIM system. Using BIM empowers owners to improve the building quality, reduce building life cycle costs, better understand the design project, optimise operational efficiencies and increase occupancy and user rates.
• The return on BIM investment can be substantial. The return can be 3 to 5 times from direct investment.

BEST MOMENTS

‘The owners are getting impacted on the operational side. There will be an element of the owner being impacted on the design and construction phase, but the main impact will be the operations.’

‘30% of construction costs is rework. In other words, redoing things, or variations, or things that should have been sorted out at the very beginning.’

‘The big barrier for a lot of people implementing BIM is the cost of doing it properly upfront. It’s a common theme of how you need to invest properly in your building and your systems on how you put things together at the beginning.’

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/

See omnystudio.com/listener for privacy information.

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With Building Information Modeling' place as an essential data-centralising project management tool assured well into the future, Ian looks at what further data levels are going to be added to make BIM even more comprehensive project-wide. He takes a look at

8D, safety in construction, 9D, lean construction and 10D, construction industrialisation.

KEY TAKEAWAYS

• 8D is all about Health and Safety on the construction site. Not only does this cover safety on site but how the building can be maintained safely. Using BIM the Operations Manager has immediate access to all technical information to locate fixes for technical problems, predict safety issues with materials and functions and create virtual training material for personnel.
• 9D is about building in the most efficient way possible to minimise incidents of waste and increase sustainability. Using BIM, repetitive processes can be identified and decreased via exact management of quantity of materials. This aids in site overcrowding, improper storage and material damage.
• 10D construction industrialisation. This adds offsite manufacture and modular units into the construction.

BEST MOMENTS

‘It gives the ability to predict risks during the construction process and can identify activities to be implemented to improve safety at work and prevent accidents.’

‘So therefore there is a sustainability element to this as well. By constantly monitoring these resources, strategies can be created to effectively convert what would be waste material fragments or odd pieces into something that adds value to the whole.’

‘The advantages of 10D for the project manager are a reduction in construction time for building envelopes, optimisation of site costs, enhancement and implementation of occupational safety, increased construction quality thanks to next generation digital infrastructure and also offsite construction.’

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/

See omnystudio.com/listener for privacy information.

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In this episode of Ian’s series covering Building Information Modelling (BIM), he details the 7th dimension, or layer of data, Facilities Management. He will cover what Facilities Management entails, the definition of 7D BIM, benefits, how to set it up, 7D model inclusion, integration of Facilities Management and BIM, and an overview and conclusion.

KEY TAKEAWAYS

• Facilities Management is a set of operations concerning the maintenance and management of all aspects of a building including the operation of the occupying company or entity.
• 7D BIM improves the operational management of the real estate asset based on the collection, preservation, updating and sharing of documents related to the building’s history, structure and construction.
• The benefits of 7D BIM are efficient asset management activities including problem analysis and diagnosis, timescale calculation, cost estimations, data sharing and conditional scheduling.
• To set up an efficient BIM, the Facilities Manager has to be included in the design from the very beginning of the project and efficient data collection including formalised data naming conventions should be ensured.
• The management of the building using BIM can be foreseen through every single part of the building's life.

BEST MOMENTS

‘It’s not just the physical asset that’s being looked after here, it’s everything associated with that building that could be outsourced and managed under a professional facilities management setup.’

‘So essentially what we are looking at is trying to transition the building information and all the asset information into the operational phase of the building.’

‘In fact the BIM model as a digital twin of the physical asset is a faithful, virtual representation for the Facilities Manager. It gathers all the information of every single element of the building.’

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/

See omnystudio.com/listener for privacy information.

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In this episode further examining the various ‘dimensions’ of Building Information Modelling (BIM), Ian takes a look at the sixth area of data collation, Sustainability and Energy. Ian will present an introduction to 6D, the definition of sustainability, the remit and function of the 6D module, the aim of 6D modelling, the benefits of 6D modelling, energy modelling, and available software.

KEY TAKEAWAYS

• The 6D level enables Sustainability Engineers to model all aspects of the design concerning the sustainability of the proposed building or project.
• The definition of Sustainability is the development that meets the needs of the present without compromising the ability of future generations to meet their own needs.
• 6D encompasses reducing future energy use, looking at machinery and equipment and their impact, and the structure and thermal loss of the building itself.
• The 6D software allows you to look at all the integrated data to fully comprehend future energy usage to operate and heat the building.
• With the 6D model, fast and accurate decision-making processes are available from a very early point in the design, the communication flow is improved, rapid evaluation of proposed solutions is made possible, the environmental impact of the project can be lessened, and the efficiency of operation can be increased after delivery.
• Energy modelling is possible with different kinds of energy usage be they solar, wind or ground source heat pumps or air source heat pumps.

BEST MOMENTS

‘The concept of sustainability can be split into Environmental Sustainability, i.e the ability to enhance the environment and Economic Sustainability, the ability to generate income and employment, and then finally Social Sustainability, the ability to generate human well-being.’

‘It gives us overall better management of the building and the structure after handover. So we’ve got all the base data, so therefore when we monitor through the building management systems we should be able to match reality against the projected view of what we think it should be running at.’

‘Sustainability is multi-faceted and concerns the achievement of a sustainable balance between economic, environmental, and social requirements.’

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/

See omnystudio.com/listener for privacy information.

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Merry Christmas and A Happy New Year from Ian Rogers at Property Done Properly! Thanks for listening to the podcast for the last year and there is much to look forward to in the New Year!

KEY TAKEAWAYS

• Look forward to MORE interviews to give a wide range of different perspectives on the subject.
• MORE fascinating in-depth insights into the world of construction projects.
• A new Vlog with even more information involving two new ongoing projects.

BEST MOMENTS

‘I am embarking on a couple of my own projects so I am now going to be practising what I preach in these podcasts. One is a refurbishment of my own house in the UK and one is a very substantial project on a Caribbean island.’

‘Thank you again for being with me on this journey over the last year. I’ve really enjoyed it.’

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/

See omnystudio.com/listener for privacy information.

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In this episode, the fifth of the series detailing Building Information Modelling (BIM), Ian takes a look at the fifth area of data collated or the ‘5th Dimension’ of BIM. Ian explains how all the other dimensions are utilised to create the 5th, the project cost estimations and its processes, modelling, software, benefits and challenges.

KEY TAKEAWAYS

• 5D is about real-time cost scheduling with in-process notifications about changes in cost.
• It minimises overspend due to cost reporting and budgeting and informs all areas of the project teams of cost implications and changes.
• Data gathering should be implemented at the very beginning and exhaustive information storage will increase the efficiency of budgeting and cash flow crisis data later on.
• Every single object or asset within the 3D model is cost estimated at the 5D level and is accessible in all the necessary forms from full project cost to individual items and areas.

BEST MOMENTS

‘As per 4D scheduling, you’re integrating your cost data into the model. You can have a library of cost data so you can run from an early stage what you think the project’s going to cost.’

‘By automating the quantification of the building elements with unit price, quantity surveyors or cost engineers can input information into the 3D model so they’ve got a fully interactive process.’

‘If you want to go down the whole online bidding process you can do it online off the basis of this system.’

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/

See omnystudio.com/listener for privacy information.

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In this fourth episode looking at Building Information Modelling (BIM), Iain looks at the 4th dimension of the model, Scheduling. This area of data covers everything involving the construction programme or sequence of construction. It allows a very detailed view of an event timeline to identify any conflicts or work blocks.

KEY TAKEAWAYS

• It allows for seamless coordination between Architects, Contractors and on-site teams.
• If a construction or supply issue occurs, for instance, that can be programmed into the model to provide an immediate overview of what scheduling conflicts that delay will cause.
• The BIM approach allows for all areas of construction to be seen as a whole and allows for full collaboration between teams.
• Accuracy of data is paramount to allow for clear viewing of clash detections.

BEST MOMENTS

‘You can run simulations. You can get a real detailed view of the installation process. You can link it through to the 3D model and run 3D simulations of the building being built.’

‘On big projects I’ve seen these time charts going to thousands of line items.’

‘4D scheduling as part of BIM is a very common activity now. I know a lot of people and a lot of practices that do this and I know a lot of people doing this very successfully. This is the most common integration of the whole BIM process and all the different dimensions.’

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/

See omnystudio.com/listener for privacy information.

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In his third episode on Building Information Modelling (BIM), the system used to collect all data centrally in one place regarding the whole life cycle of a project, Ian is going to cover the next dimension in BIM, 3D. He will explain what 3D modelling is about, its benefits, how to begin a 3D model, what software is required, BIM coordination and the challenges involved.

KEY TAKEAWAYS

• Enhanced 3D project visualisation and comprehensive integration and collaboration achieved between all the parties involved via a 3D model.
• All data is stored commonly on a common platform.
• Initial setting up is key to the accuracy of cohesive data in the ongoing BIM.
• Via this 3D visualisation and integration with all aspects of the project, problems can be recognised and circumvented easily.
• Most collaborators within the project will have different varieties of software to visualise the 3D model. Integration is important when choosing software and all integration should be approached carefully.
• Accuracy, specialist expertise and scope are important in the early stages of creation.

BEST MOMENTS‘You will be working on an integrated platform. So that will really streamline and improve communications.’‘You can even use this, in my view, for all the data management of the whole project. So all the documentation, all the contracts, everything else should be able to go on to the common data environment.’‘Each program has its own unique set of features and capabilities. Each program has capabilities of scaling or not. Some of the smaller packages really are only capable of being used on smaller projects.’‘You need to have a solid common data environment in terms of what is going on.’

VALUABLE RESOURCEShttps://www.ianjrogers.com/

ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

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In this, the second part of Ian’s series on Building Information Modelling (BIM) and its various areas of data, referred to as ‘dimensions’, he will focus on the 1st and 2nd Dimensions which are pertaining to the Basic Flat Plan. BIM is the process of managing and generating building data during its complete life cycle to allow full project collaboration and integration.

KEY TAKEAWAYS

• 1D is process of governance, including laws, contracts, mandatory use of BIM that controls the whole BIM process.
• 2D is the flat plan in the earliest form of any construction models expressed on a simple XY axis.
• There is no integration between disciplines because each one has its own set of drawings. There is no easy visualisation so it is difficult for people to preview the project.

BEST MOMENTS

‘It (BIM) is an integrated workflow that enables architects and engineers and builders to explore a project digitally before it is built.’

‘1D is the essence of what BIM is about, how it works, what your particular modalities are, how you’re going to use it. In some instances like in the UK government and the US government it is now mandatory.’

‘I remember the story that the engineers head this piece of pipe and it appeared at the beginning of their set of drawings so they didn’t know what it was about so they just drew it through their section of the development. They found that it had been drawn on a piece of paper and had no purpose.’

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/

See omnystudio.com/listener for privacy information.

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In this first episode on Building Information Modelling (BIM), Ian will demonstrate the tremendous potential of BIM even on small projects. BIM is a process of generating and managing building data during its complete life cycle, from conceptual design through operation of the building and on to its eventual end. It is a centralisation of data allowing much closer collaboration between the various different areas of the construction process and provides comprehensive information gathering from one accessible source.
Ian will look at the impacts and benefits of BIM, the process, collaboration, and the intrinsic function of life cycle and BIM.

KEY TAKEAWAYS

• BIM is a sophisticated 3D model that enables you to look at all aspects of the design and enable people to collaborate via one platform.
• The key aspect of BIM operation is information management. The Common Data Environment (CDE) is where all the data is kept and may require many programs and software to enable the input, access and normalisation of the data.
• A 3D model is stored within BIM and is incorporated with 4D scheduling, to generate schedules of construction, 5D cost estimation, 6D sustainability and energy, and 7D facilities management.
• The adoption of BIM in the organisation involves persuading the stakeholders and team members of the substantial advantages it offered. The initial setup will be complex so it is important to have everybody agreeing on implementation.
• It is advisable to create a structured BIM implementation plan. This document will enable everyone's role to be defined and the goals and requirements to be established.
• Research, test, trial and understand the available software before you commit to a final BIM implementation package. For smaller projects fully integrated BIM software is available and can be much more cost effective.
• Monitor, evaluate, adjust and repeat. Once your BIM is in place you should be consistently improving your processes to streamlined and accurate usage.

BEST MOMENTS‘As a result of that (collaboration) you have greater ability to sort out clashes and issues and not miss things, so that when the design eventually gets on site, it is much more robust and unlikely to have variations and issues.’‘Some of the 5D cost estimation models actually do have tender modules built in so it can produce all your tender documentation.’‘There are rumoured future dimensions coming. The one that’s often bandied around is 8D which is Health and Safety so you can bolt in all your Health and Safety systems around your construction model.’‘Equip yourself with an understanding of all the available features so you can choose the right software for your needs.’‘When starting out with new software it is necessary for the project leader to ensure that their staff get the appropriate training for using the software.’‘I must stress that you have to implement it correctly at the very beginning. You need to get your naming conventions in, you need to get everybody on to the same page.’

VALUABLE RESOURCEShttps://www.ianjrogers.com/

ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

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Following on from the last episode of Property Done Properly on Leadership Styles, Ian concentrates more specifically on the built environment and the challenges and benefits regarding the leadership within construction. He will cover how good leaders can improve the industry, capability and scaling up, finding the best people, inspiring your team with the vision, frequent and effective communication, enabling and empowering your workforce, deepening your knowledge with questions and review, making decisions based on available insights and data and becoming a strong leader.

KEY TAKEAWAYS

• The most potent challenges are balancing technical abilities and leadership skills. You need to come from a basis of substantive knowledge.
• Good leaders can improve the industry with the right people with the right core values, a strong strategy that differentiates you from the companies they compete with, a drive to deliver with flawless execution and good time management.
• Having the right mix of in-house capability and reliable top-grade vendors can ensure success with a dependable strong team.
• As a leader, the team relies on you to set the vision of the project and communicate to motivate their activities. A strategic vision shared by all will require your communication skills as a leader.
• A good leader needs to enable and empower their workforce to succeed. They need the resources and support they need to do their best work. Empower your team to make problem-solving decisions.
• Work to develop a deeper understanding of the project that you're working on. Understand how each team's objectives play into completing the project effectively.
• Leaders must make effective decisions when unexpected problems arise. Your ability to assess a problem and its potential impact on the project and work independently, or with your team, to mitigate the issue is a key aspect of great leadership.

BEST MOMENTS

‘The Construction Industry is one of the most costly and risky endeavours that you can probably undertake. It is also technically demanding and commonly involves long time frames. From inception to realisation can be many, many years.’

‘Unfortunately within the construction industry in particular there are a lot of dictatorial type leadership styles, managed by fear, control and that sort of thing.’

‘Clear and concise communication can improve teamwork and project collaboration. Poor communication can lead to confusion and misunderstandings causing delays and issues in the project process.’

‘It will grow them as individuals so that you can grow as a team. I was always taught that you can’t go to the next stage in your career until you’ve got somebody in your team who is capable of doing your current job.’

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/

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Knowing the characteristics of different leadership styles can help business leaders adapt and lead effectively in any situation. As human beings, we are all different and so we all have different leadership styles. It is advantageous to understand these and how we interact together so we can create a homogenous team.

Ian will cover the most common types of leadership and how they can affect you and how you develop and recognise different styles.

KEY TAKEAWAYS

• Strong leadership is central to any business success including property. Achieving this requires the flexibility to switch between different relevant leadership styles.
• Coaching leaders view their teams as reservoirs of talent to be developed. Individuals' strengths are nurtured and motivated.
• Servant leaders consider their job to be empowering their teams to succeed. In a team setting, they set clear targets and discuss and provide the circumstances to meet that goals. If the team falls behind, the leader pitches in.
• Autocratic leaders establish a clear vision and end goal and how to achieve it. They have clear expectations on what, when and how tasks should be done. They expect people to act on their instructions immediately.
• Laissez-faire leaders trust employees to meet their own goals with their methods and creativity.
• Democratic leaders tend to seek employees input before making a decision and work from within the team.
• The Pacesetter coaches team members to run hard and fast. They work with the team to set examples and high expectations.
• The Visionary Leader is strongly committed to purpose and big-picture end goals. They set objectives with the finish line in mind and set a future vision to engage and energise employees.
• Transactional leaders are about efficiency and sustainability. Employees are rewarded for positive performance and punished for negative. It presumes the worker is motivated only by compensation.
• Bureaucratic leaders are rule-keepers and serve a secure operating framework. They oversee the function and rarely express creativity.
• Facilitative leaders put employees first. They focus on creating harmonious and peaceful collaboration. They are effective morale raisers and conflict resolution specialists.

BEST MOMENTS

‘To motivate teams and harness talent, leaders must effectively communicate with, delegate to, and mentor employees while inspiring them to pursue the company’s business purpose and mission.’

‘Coaching leadership is most effective when leaders have the time to devote to individual employees.’

‘The pros to a servant leader is they create independent teams and positive company culture.’

‘The phrase you’re most likely to hear from a bureaucratic leader is ‘that’s not the way we do things around here, it's always been this way and that’s how we get on with it.’’

‘Exclusively positive feedback can stifle an employee's learning and growth.’

‘Leadership style is usually rooted in personal preferences which can be difficult to change. That doesn’t mean it’s not worth trying.’

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/

See omnystudio.com/listener for privacy information.

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As the final part of his Public Private Partnership series, Ian follows on from his in depth look at Structured Finance in the last episode by explaining the different structures that can be put in place to finance a project. He will discuss the aim of project finance, non-recourse project finance, the flow of funds, alternatives to non-recourse project finance, Islamic finance and the various sources of finance available.

KEY TAKEAWAYS

• The specific project company (SPV) formed raises the finance through a combination of equity provided by the shareholders of the company and debt provided by the banks.
• If the equity investors are a big enough corporation the EPC (Engineering Procurement and Construction) and ONM (Facilities Management) can be affiliated, although the SPV always remains a separate entity to mitigate risk.
• The aim of Project Finance for the shareholders is to minimise the cost of finance for the project.
• Equity finance is higher risk, thus higher return at 10-14%. Debt finance returns at a lower rate of 5-8%. Equity finance is kept in the project to completion.
• Islamic finance is a specific kind of finance and represents a relatively untapped market as the Islamic world has a significant amount of money available for funding projects.
• Debt finance can be sourced from commercial lenders, institutional investors, export credit agencies, bilateral or multilateral organisations, bond holders, or the government or authority concerned themselves.

BEST MOMENTS

‘Primarily what is called ‘step in rights’, which the lenders will have if the project company defaults, the lenders will be able to step in directly with the Contracting Authority to make sure that their debt is repaid.’

‘When I was doing a lot of PPPs before the financial crisis the common way of doing this was through a bond structure that then had what’s called an insurance wrapper around it to protect the bond holders.’

‘In my opinion, PPP structured finance don’t really work below a $50 million or £50 million value. Yes, I’ve done projects at the $20-30 million and its sort of worked but it’s not ideal.’

‘Repayment of debt is generally tied to a fixed or floating rate of interest and periodic payments, very similar to your house mortgage.’

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/

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Structured Finance is how you secure debts against assets or income streams. They are more complicated and involved versions of mortgages so financial markets can enable other funding solutions other than pure debt. They have different ways of securitising against the asset or, if it is a business, against the income stream. They offer complete funding solutions for larger projects and utilise different financial instruments to tailor to the specific project.
Ian will explain points to consider, process startup, setting up finance and the various kinds of structured finance models available.
KEY TAKEAWAYS

• A significant injection of equity is required for larger capital projects. Only larger financial institutions such as Investment Banks can provide this kind of finance. Structured Finance is not transferable to different debt forms and is specifically tailored per project.
• Structured finance offers many benefits including increasing business reach, handling risks and devising new financial instruments to meet upcoming obstacles.
• A major assessment is always carried out before granting a Structured Finance offer. The track record of all the entities involved in the project will be a deciding factor as well as risks to be mitigated to the fullest extent possible.
• The equity stake, provided by separate investors, is long term and returns interest and does not rely specifically on growth in the value of an asset. This means that it is higher risk and thus they require a higher return.
• A Syndicated Loan is a substantial loan provided for a larger borrower by several joint lenders. This lessens risk and outlay for all members of the syndicate.
• A Hybrid Security is a single financial security that combines two or more different financial instruments. They combine both debt and equity and are bought and sold via an exchange or broker.
• A Credit Default Swap is a financial derivative or contract which allows an investor to swap their credit risk with another party. (Often referred to as Hedging).
• A Collateralised Debt Obligation is a complex structured finance product that is backed by a pool of loans and other assets that is sold to institutional investors.
• A Collateralised Bond Obligation is a type of structured debt security that has investment grade bonds. They are separated into tranches based on the individual credit risks. They have a fixed date on which they need to be repaid, depending on the risk concerned.
• Collateralised Mortgage Obligations are a mortgage backed security.

BEST MOMENTS‘So this is all very much about how we structure something else other than just a pure debt or a pure mortgage, if you like.’‘Most PPP projects are set up in what’s called a Special Purpose Vehicle, which is a non-recourse company. In other words, it is just set up purely for that transaction and if that transaction goes wrong only that company fails and not the group of companies within which it sits.’‘The debt will be secured against the property. There will also be other guarantees and collateral covenants of all the different parties. Because we are dealing with commercial entities, those commercial entities will end up giving some sort of guarantees as well.’‘This is a very complex area of finance. You will need specialist advice in terms of investment banks or merchant banks and specialist accountants doing financial modelling.’VALUABLE RESOURCEShttps://www.ianjrogers.com/
ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

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In PPP agreements the bulk of the risk is placed upon the shoulders of the SPV or Service Provider so there needs to be a clear system in place to demonstrate a relationship between the service and the scale of any potential deductions. To reduce or eliminate any financial losses and disputes there has to be ready access to accurate and up to date information. The quality of the activities performed for the Public Sector Client by the Service Provider need to be clearly demonstrable and this is the function of the Payment Mechanism.
Ian discusses the types of payment mechanism (paymech), Key Performance Indicators, warning notices, mitigating circumstances, performance management systems, input specifications versus output specification, service requirements versus asset condition and hand back conditions.
KEY TAKEAWAYS

• Due to the complex nature of this task, spreadsheets are far too simplistic to accomplish this task so specialised software with a Payment Mechanism built in is usually utilised.
• Availability/Performance based payments are based on the public sector making a monthly payment, (known as a Unitary Charge), to its private sector partner based on performance specified by agreed levels and availability of the contractor infrastructure. Any work below agreed standards leads to deductions in the payment.
• Revenue based payments rely on the private sector collecting revenue to recoup the development work from the infrastructure user. For example, a toll road or car park charging etc.
• KPI’s can include project benchmarks, targets, milestone dates, numbers, percentages, variants, distribution rates, time, cost, indexes and ratios which are then used to inform Performance Measures.
• There is often confusion between input and output specifications. Input specifications are specific instructions on how to complete an activity, output specifications detail the standard of service required, e.g. room temperatures, lighting levels, cleanliness standards etc. The input measures are irrelevant to the Paymech as long as the output measures are achieved.

BEST MOMENTS‘A Payment Mechanism is central to the PPP contract, providing the agreed means of allocating risk between public and private sector partners and incentivising the private sector partner through performance based payments.’‘By using Availability Payment Mechanism, the public sector can limit the amount of profit earned by the private sector partner and thereby allay any public fears of public money lining private sector pockets. However, Revenue Based Payment Strategies transfers more of the risk to the private sector and allows it to build PPP projects that are perceived as too expensive to build and maintain.’‘Whether the input takes twice as long or three times as long or hardly anything at all is irrelevant. It’s whether the output specification has been met that, in my opinion, is critical. Input specifications have no part in a payment mechanism or indeed, in KPI’s.’VALUABLE RESOURCEShttps://www.ianjrogers.com/
ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

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Ian continues with his explanation of Private Public Partnerships (PPP) with a close look at Facilities Management (FM) and maintenance in a PPP project. Ian explains this complex subject by covering the role of FM in the PPP context, definitions, separate soft FM provision, benefits of implementing FM, challenges and constraints, public acceptance, project implementation challenges, developing FM output specifications and standardisation of those specifications.
KEY TAKEAWAYS

• Facilities Management is an integrated approach to operating, maintaining and improving the building and infrastructure of an organisation in order to create an environment that allows an organisation to concentrate on its core business activities.
• The Facilities Manager has two masters ; the Special Purpose Vehicle or Project Company and the customer/user, the authority that the PPP is being delivered to.
• Hard FM, (the maintenance of the building) is invariably the private sector's responsibility in PPP. Soft FM, (functions and services) are often less included due to the changing nature and requirements that alter the cost and value for money for the user. However, separating soft services from the PPP contract is problematic.
• FM should be included in the design stages of the facility to preserve the whole life cycle considerations and maintain the integrity of future operations in the structure of the facility.
• Too numerous Key Performance Indicators in a contract can create unnecessary costs and disputes rather than reduce them and should concentrate on outputs only.

BEST MOMENTS‘The role of the Facilities Manager is to create an optimal, safe and cost effective environment, to deliver effective and responsive services, enable changes in the use of space and anticipate future asset needs. They need to ensure that the facility is compliant with all relevant codes and regulations.’‘PPP’s were introduced with the aim of delivering high quality and well maintained assets that provide value for money, as opposed to the traditional public sector route of just being able to procure the construction of a building and then not being able to afford to maintain it.’‘Benefits of having soft FM services within the PPP contract include giving the contracting authority one point of contact for all services, reducing interface risk and minimising constraints that may restrict the private sector's design freedom and innovation.’‘In my opinion, having all the FM within the PPP is vitally important.’VALUABLE RESOURCEShttps://www.ianjrogers.com/
ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

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Ian interviews Gordon Grant; serial entrepreneur and property investor and specialist in Strategic Planning, Program Management, Outsourcing, IT Consulting, Business Consulting, Management Consulting, Executive Coaching, Leadership Development and Life Coaching. (Also fairground rides and encyclopaedia sales!) He owns Dads Means Business, who work together one to one with clients to analyse how they spend their time during the week and identify how they can do things differently – so that they can get an extra 1 day free every week.
Gordon and Ian talk about how Gordon started out, the keys to success, property investment in the economic downturn, work and family balance, challenges, personal motivations and philosophies.
KEY TAKEAWAYS

• Gordon is passionate about fairness and helping those suffering injustice.
• Starting in IT Consultancy and ending up in his own International Software business, Gordon eventually sold the business and realised that lots of people were struggling with balancing family and work pressures.
• After researching this problem Gordon set up Dad's Mean Business to help people trapped in the work cycle and allowing them to free up opportunities to spend time with their families.
• Returning to his IT roots he set up another consultancy and created his own property investment business that helps nervous armchair investors take their first steps.
• Be willing to try new things and be open to new adventures and new challenges to achieve success.
• The Super Dads Super Business is a ninety day program created by Gordon, tailored to each individual client, to free up time to spend with their families without sacrificing efficiency of business.
• By changing mindset dads can feel properly invested in their families and their own lives and no longer a slave to their work.

BEST MOMENTS‘I set about learning and researching and teaching myself how dads get into this situation of setting up businesses and then finding out they’re trapped in their own businesses.’ – Gordon‘(Property Investment) is something that a lot of people aspire to but because the numbers are so big they think that’s not for me and it’s all a mindset thing.’ – Gordon‘Obviously you’ve got multiple businesses there and different strands, what do you think the keys to success are?’ – Ian‘You’re running a successful company, why do you think you can get involved in a little property business for yourself?’ – Gordon‘I love my job. I love working. I reckon if I won the lottery I would still work. I love the experience and the challenge, but also to just provide for my family as that is a key thing for me as well.’ - GordonGUEST RESOURCEShttps://uk.linkedin.com/in/gordongVALUABLE RESOURCEShttps://www.ianjrogers.com/
ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

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One of the responsibilities of organisations and companies in our modern times is adherence to strict Data Protection guidelines under law. This applies as much to the construction industry as any other and Kevin Ward is with Ian to discuss what steps we should be taking to fulfil our obligations to Data Protection under current legislation.
Kevin Ward comes from an IT background predominantly within the facilities sector for 20 years and this has gained him significant knowledge of General Data Protection Regulation (GDPR) 2016. Ever since the GDPR’s inception Kevin has been working as a consultant in Data Protection.
KEY TAKEAWAYS

• Kevin Ward's business Data Protection in a Box makes organisations compliant with the UK GDPR without scaremongering and up-selling.
• The UK is governed by the Data Protection Act 2018 which is overseen by the Information Commissioner's Office.(ICO)
• A Record Of Processing Activities (ROPA) is where you list everywhere that your company is processing personal data.
• Cyber attacks are a big threat to cyber security currently.
• Back up your data thoroughly. This will keep you safe from ransomware that could threaten you.

BEST MOMENTS‘It’s a case of listening to the business owner and understanding what they need rather than trying to force Data Protection Law onto them.’ – Kevin‘Is GDPR still relevant even though the UK is not in the EU any more?’ – Ian‘As long as you’re not abusing data like our friends at the social media platforms, you’re in a good place.’ - Kevin‘WhatsApp was sold and it works out to be $50 per account. So that’s what your telephone number, your WhatsApp account is worth to them.’ – Kevin‘When you speak to someone they’re scared to give you the true reflection of their business. They don’t want to tell you too much. They’re always fearful that I’m going to run off to the ICO and grass them up for not doing the right thing. It's completely the opposite.’ – KevinGUEST RESOURCESWebsiteWww.dataprotectioninabox.co.ukVALUABLE RESOURCEShttps://www.ianjrogers.com/
ABOUT THE HOSTIan 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 METHODhttps://www.ianjrogers.com/

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Ian follows on from his previous episode explaining PPPs (Private Public Partnerships) and delves deeper into what factors are actually required for a successful PPP project. They are large and complex so increasingly need careful planning to ensure success. He looks at strong legal and regulatory frameworks, institutions and resources, public sector champions, public sector organisation and resource, transparent procurement processes, the right projects for PPP, technical and feasibility studies, business case and plan, revenue streams, whole life plan, contracts, risk allocation, measurable performance and correct operation and maintenance.

KEY TAKEAWAYS

• Regulation in PPP facilitates private investment, reduces transaction costs and provides guidance and control in legal matters such as procurement disputes
• A recognised public figure should be chosen to serve as a spokesman and advocate. They can play a critical role in minimising misperceptions.
• Considerations for proposals should be based on best value, not lowest price. Transparent bidding procedures with clearly defined criteria should be utilised.
• Solid forecasting of revenues and the cost estimates is required to establish the feasibility of the project.
• A good contract should include a good set method of dispute resolution.

BEST MOMENTS

‘We need to have a strong legal and regulatory framework for a PPP project to survive and thrive.’

‘The public sector should have a dedicated team for PPP projects. I have been involved in many PPP projects and time and time again I saw notional public sector resources put into major projects. The result is their team was supplemented by consultants. In my opinion that does not work.’

‘Not all projects are suitable for PPP particularly if they are small and particularly if only a short concession period is going to be given.’

‘Not only has it (revenue stream) got to retire the debt, it has also got to pay for the day to day operations and the whole life cycle replacement fund.’

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/

See omnystudio.com/listener for privacy information.

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Private Finance Initiatives in the UK, or Private Public Partnerships for the rest of the world, is a government service or facility which is funded and operated through a partnership of government and one or more private sector companies. The private parties provide infrastructure especially those with income streams. Ian covers organisational structures, principles and perceptions, issues to consider, risks, benefits and solutions.

KEY TAKEAWAYS

• A Special Purpose Vehicle (SPV) is set up as a company, ring fenced just purely for that project. The authority is the instigator and contract holder, and the funding is provided in the same way a private project would be funded with shareholders. Management can be provided by the private or public side of the organisation.
• You will have a project agreement between the trust or authority and the SPV, you will have a loan agreement with the funder, you will have an equity agreement with the sponsors or other equity providers, you will have the building contractor and parent company guarantee and you will have collateral agreements between the builder and the operator.
• With a PPP arrangement the private sector is the driving force because they require it up and running as quickly as possible as they carry all the risk. They also don’t have to be difficult or complicated agreements as popularly perceived.
• Factors for consideration are shortage of money, urgency, regulatory hurdles, environmental and social impacts, unambiguous documentation and the whole life cycle.

BEST MOMENTS

‘That, in essence, is what it is. It is a fully integrated Special Purpose Vehicle to provide the solution.’

‘Typically I reckon there are circa 100 different documents associated with putting together a PPP project and getting it all documented correctly because of the various cross indemnities and cross relationships that there are within such an arrangement.’

‘It doesn’t have to be difficult or complex. There are a lot of very complex contracts around PPPs but they don’t have to be difficult or complex to undertake them.’

‘Doing a PPP below an asset value or capital value of £50 million is probably not worth it.’

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/

See omnystudio.com/listener for privacy information.

View Details

Ian explains all about Asset Management in this episode. An asset is something that the potential of actual value to an organisation, such as tangible assets like tools, property and machinery, or intangible like goodwill, reputation or customer base. Asset management is a systematic and organised process through which assets are managed optimally and sustainably to maximise their function and value.

He will cover what Asset Management is, the evolution of Asset Management, good principles, systems, policy and strategy, objectives, plans, contingency, controls, risk management, audit and performance monitoring.

KEY TAKEAWAYS

• All assets can have a present value or a future value, and the upkeep and maintenance of assets is often vital for the total of these.
• An Asset Manager makes important decisions that will help the clients portfolio grow on behalf of someone else.
• We must have a methodical approach and the whole life of the asset should be considered, and it must be systemic to the culture of the organisation for optimisation.
• Contingency plans should be in place to deal with any outages or upkeep of any of the assets, plus risk management considerations carefully detailed.
• The objective of Asset management is to have measurable outcomes allowing the implementation of the policy and strategy.

BEST MOMENTS

‘Its literally looking at my favourite term here, whole life cycle again. Asset management is meant to cultivate market value so ownership can increase its returns.’

‘For instance, if there is a portfolio of houses they are assets and an asset manager, or property manager or facilities manager will look at those. These terms are slightly interchangeable but whilst they overlap they will have their own particular elements.’

‘How do we deal with ageing assets which, particularly if you’ve just acquired an older building for instance, with ageing assets, how are we going to deal with that?’

‘We must have a plan to respond to incidents and emergencies where there is a significant failure of a critical asset.’

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/

See omnystudio.com/listener for privacy information.

View Details

This episode's guest Andy Hamer is an experienced expert in a lot of aspects of construction and the built environment, but today Ian is going to discuss the details of Building Information Modelling (BIM) with him. BIM is of particular interest to Andy with its digitisation techniques and meticulous virtual representation of a building project being of great merit to the modern construction sector.

Andy has had a 40-year journey working in technology in telecoms, electronics, software and silicon since graduating with a degree in Marketing Engineering from Huddersfield Poly. He joined the BIM world over 10 years ago starting out in construction with Peter Mann at Codebook. He spends much of his time convincing people to streamline their businesses with the implementation of technology to deliver an efficient, budgeted, timely project. He has become a leading expert in all things BIM and is an RICS Certified BIM Information Project Manager.

He and Ian discuss new software technologies, challenges facing the industry on the technology front, BIM issues and requirements, modern working attitudes to BIM and the many advantages and risk reductions that can be achieved with real time accurate data representation and access.

KEY TAKEAWAYS

• Andy has always been at the cutting edge of ‘disruptive’ technologies, those innovations so game changing they alter the procedure and technique of an industry forever. BIM is a technique including many of these new technologies.
• Andy currently works with Archdesk, creators of software to enable you to consolidate your data from all the different sources and software you use in your project in one easily accessible place and allowing optimisation of your workflow.
• You have to be able to analyse your data to understand where your issues lie. Accurate data interpretation is key.
• The biggest challenges in construction for Andy are convincing those in the construction industry to accept technology in their work, source that technology in an affordable way that doesn’t endanger the slight margins currently available and applying that tech in an accessible way so all the workers have access to the data that it offers.
• The difficulty of collecting data in different formats and sources is that it often takes so long to collate a report, it is redundant or out of date information by the time it is examined.
• For a project to stay on track people have to be responsible for the data they are examining and take initiative when they identify any potential problems going forward.
• Data connection can prevent waste, delays, speed up communications, allow resource movements, but it needs to be real time.

BEST MOMENTS

‘I think it’s more than BIM, I think technology itself is disruptive in the construction industry because despite the fact the construction industry seems to think it spends a lot of money on technology, it really doesn't.’ - Andy

‘I’m less of the building and more of the information management. So that information management enables us to drive and create a single source of truth or golden thread……see, different terminologies get used..but that's ostensibly what we do, connect data together.’ – Andy

‘Do you think the industry at large, not just construction but the whole end to end process, from clients initial idea about a project, all the way through to that client actually using that building to operate or generate income, do you think that everything is properly joined up in that process?’ - Ian

‘When you buy a sandwich do you look at the sell by date of the butty you just bought? When that report comes by your desk, do you look at when that data was collected, do you have any ideas of if that data is correct, how long it was there for? And they go ‘no’.’ – Andy

‘We’ve got technology that should spot those sorts of things early on these days.’ – Andy. ‘I’m currently negotiating a series of consultants agreements for a large project. One of the biggest issues that’s coming up on the consultant agreements is the consultants not taking responsibility for the information they receive from others.’ - Ian

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/

See omnystudio.com/listener for privacy information.

View Details

Ians guest today is Chris Ashworth, an expert in Construction Sales and Marketing, and founder of Competitive Advantage, the leading authority on the subject of specification sales of building products into the built environment. He has international experience having worked in the UK, the Middle East, Asia and the USA. He brings his skills in Product Manufacturing, Market Research and training in the specification process between architects, engineers and manufacturers to the discussion.

Ian and Chris talk about the Construction Product Marketing Industry, challenges from within the industry and for Chris personally, effective innovations and forecasting industry changes.

KEY TAKEAWAYS

• Ian in his consultancy is passionate about improving the standards of Marketing in the Construction Industry.
• To deliver value you have to understand the challenges your clients face such as the upcoming Building Safety Act, modern methods of construction, sustainability and shortages of labour and materials.
• Building Information Modelling is one of the key innovations that has driven accuracy and project success within the industry forward.
• Forecasting has become more challenging with less accurate forecasts from experts and so a much more specialist understanding of the industry and the factors that influence it is required.

BEST MOMENTS

‘I’m trying to contribute towards getting further recognition for marketing professionals in the industry and as part of that I’ve been involved in the construction industry group of The Chartered Institute of Marketing for 30 odd years.’ – Chris

‘There’s a lot of really interesting challenges there. The Building Safety Act is something I don’t think a lot of people have really taken into account because it applies pretty well to most buildings now and it's got serious ramifications for building owners and landlords.’ – Ian

‘The key to making them effective is to have a clear understanding of the outcomes that are required and a lack of ambiguity.’ – Chris

‘I think the biggest challenge would have been when COVID came along and suddenly we saw that first lockdown. It was very concerning for a small business like ours. 2020 was a very difficult year.’ - Chris

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/

See omnystudio.com/listener for privacy information.

View Details

Organisations often choose to hire outside companies to fulfil activities undertaken that are not the core activity of the company, such as, cleaning, accounting, catering or maintenance. Ian looks at the disadvantages and advantages of outsourcing.

KEY TAKEAWAYS

• You gain specific expertise and professionalism on outsourced tasks with a company that specialises in that activity.
• The risk and responsibility of risk reduction is passed on.
• With a fixed price contract you can control your costs.
• You have one simple point of contact with your service provider.
• You can agree KPIs to ensure a consistent delivery of service.
• Staff working with the provider have better opportunities matching their skill set.
• You lose direct control.
• You must be thorough when completing the tender process.
• Security can be an issue with non company staff gaining access to company property and information.
• You may have to deal with employee or public backlash opposed to outsourcing.

BEST MOMENTS

‘Things can get done faster because there’s better capability with the outsource team.’

‘They should provide greater competitive advantage because if you’ve gone out to a tender process you should have got the best competitive price back.’

‘By putting all your eggs in one basket you could put yourself at risk.’

‘There could be a lack of organisational knowledge as a disadvantage. Again this comes back to communication.’

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/

See omnystudio.com/listener for privacy information.

View Details

There is often a misunderstanding of the connection between the maintenance level of an asset and its eventual valuation. Cultural differences and disagreements on responsibility when it comes to maintenance often lead to under maintained assets. Rob details the outcomes caused by an efficient maintenance scheme or a poorly applied one.

KEY TAKEAWAYS

• Poor maintenance can have a negative effect on the value of the property and the operational efficiency of the building, including the staff.
• Skill shortages mean no one to perform maintenance and thus the value of the property is lowered. Banks rarely appreciate this and do not understand that maintenance costs are necessary to avoid risk to the building.
• Training and awareness programs, fully engaging with building owners themselves, government setting policy and procedure, and valuers taking maintenance levels into consideration are all ways to increase uptake of efficient maintenance procedures and schedules.
• Results of bad maintenance can be building closures which knock on effects can be costly to any organisation.

BEST MOMENTS

‘In Europe there is a much stronger ethos of maintaining things, maybe not to the right standard, but at least they are looked at. Whereas in the Caribbean region maintenance is seen as a cost that is not necessary until it all goes wrong.’

‘Often tenants are on a full repairing and insuring lease but they don’t fully understand the implications of that.’

‘There was a strike and then it closed due to environmental issues and the whole cost impact of that.’

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/

See omnystudio.com/listener for privacy information.

View Details

Innovation in FM is the introduction of a new product or process which delivers tangible and measurable benefits in terms of operational cost reductions, increased efficiency, and optimising building usage and performance. It is not merely process improvement. This is a holistic approach, looking at all angles of how we can be innovative in delivering FM.

Ian looks at Building Information Modelling and smart buildings, Automated Maintenance Software, Mobile Technology FM, drone usage, automation and robotics, space utilisation, flexible workspaces, service integration, collaboration and partnerships, longer term contracts, new enhanced technology, information knowledge share, sustainability, block chain technology and the advantages that innovation has brought to the building industry.

KEY TAKEAWAYS

• The advantages of using the BIM system means a greater connection between the designers and the end users, efficient conflict detection and resolution, cost control and improved asset understanding.
• Automated Maintenance Software can be used to flag up falls in standard machine operations triggering maintenance procedures and fixes.
• Cleaning has already been automated in many ways by robotics but there is the possibility for the automations of maintenance , transport and repairs.
• Long term contracts encourage investment, greater outsourcing, flexibility, innovation, shared targets, goals and rewards and a greater understanding by the FM of the business strategies.
• Information knowledge sharing includes integrated systems that allow the client to fully see progress, web access to see real time data, thorough detailed management systems and reporting, electronic certification and even social media.
• BlockChain Technology is an advanced system where you can use things like smart contracts, document management systems, enhanced visibility in buildings and save time and resources.

BEST MOMENTS

‘Basically it's the connecting of everything up through the internet. So we’ve got to monitor and manage staff remotely.’

‘An FM mobile app can capture all vital information, no paperwork. So this is to become an automated system and link back with your asset registers.’

‘It also enables better building life cycle cost to be reached and better efficiency of the whole building.’

‘Helping customers to achieve energy reduction. Focusing on ethical trading, waste management and recycling.’

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/

See omnystudio.com/listener for privacy information.

View Details

Key to the ‘whole life’ planning method of construction design is the consideration of the eventual Facilities Management of the building during its operational period. In this episode Ian explains some problems Facilities Managers can encounter, their input into the design process and five steps that should be undertaken to ensure a successful project from a Facilities Management perspective.

KEY TAKEAWAYS

• FM is an extremely detailed and wide consideration when designing and operating a building.
• Common problems include Health and safety issues, cleaning and maintenance access, security, plumbing maintenance and leakages, poor signage, poor air circulations and temperature control, accessibility issues, storage, privacy, aesthetics, external surface accessibility and many more.
• The Facilities Manager can have input into the design process with their experience of past projects, sustainability in operational facilities, documentation requirements, user needs, planning operations and configuration.

BEST MOMENTS

‘So as you can see the Facilities Manager covers a very wide aspect of services and therefore really knows what the building or facility is about in terms of what it needs and how it operates.’

‘Specific inputs into design that the Facilities Manager can get involved in. Use of experiences from existing buildings. We need to learn from the operation of existing buildings and put that into practice into the new building.’

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/

See omnystudio.com/listener for privacy information.

View Details

Sustainable Energy is the power used which is able to be replenished within a human lifetime, so causing no long term damage to the environment. It is essential that this is considered early on in the design process and Ian explains green building rating systems, types of renewable energy, sustainable building methods and products.

KEY TAKEAWAYS

• Green rating systems employed are BREAM, LEED, GGMB, WELL, Fitwel, GreenGlobe, Green Star, BCA, Green Mark and many other country dependent schemes.
• Solar energy, wind farms, hydroelectric dams, geothermal heat, ocean power, hydrogen, biomass from recently living plants and organisms, heat source pumps are all types of alternative energy production methods.
• Sustainable building methods include synthetic roof underlay, green roofs, grid hybrid systems, passive solar, grey water plumbing, electrochromic glass, solar thermal cladding, structural 3D printing and self healing concrete.

BEST MOMENTS

‘We see this often in PV or photovoltaic systems for electricity generation. In hotter climates such as the Caribbean or certain parts of Africa you often see solar heating systems on the roof of buildings.’

‘Effectively you’re trapping grey water for use in flushing in toilets and things like that.’

``We need to look at the sustainable impact of buildings at the beginning and consider what the building is to be rated and how it is to be designed and operated in a much more sustainable way.’

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/

See omnystudio.com/listener for privacy information.

View Details

In this episode Ian interviews property expert Vicki Wusche who started investing in property in 2008 and has been named Telegraph's Top UK 25 most influential people in property. She is an international speaker, author of five books, including finalist in the Business Book Awards, March 2020. An international podcast guest Vicki will surprise you with her take on property finance and the next decade.

Ian and Vicki discuss property project diversity, common skills, common mistakes, safe investments and her work advising clients on the property market.

KEY TAKEAWAYS

• The diversity of property projects is as varied as the number of people embarking on them. They are actually financial projects with building and construction components.
• If you can’t sort out your personal finances don’t get involved in complicated financial projects. Money Maths is an essential skill.
• Do not think that construction projects as financial deals is a quick easy way to make money. There are common victims that buy into too many deals and over extend them either with time or finance.
• The safer bet is to leverage off of somebody else who has already finished building.
• As an advisor Vicki guides people through the property market towards their goals, be they further financial gain or onward security.

BEST MOMENTS

‘We talk about a property strategy and I think that’s wrong. Actually what we have is a wealth or a financial strategy that we’re heading for, and what we’ve got underneath are property ingredients, property techniques.’ – Vicki

‘What do you think people do wrong when they get into the property world?’ – Ian

‘They go too hard too fast and then they call on other people for money and they talk them into how great everything’s gonna be and those others don’t do the due diligence on the money and fall for it.’ – Vicki

‘A well systemised buy to let business which is what I produce for them is a good use of your money and a good use of your time.’ - Vicki

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/

See omnystudio.com/listener for privacy information.

View Details

In this eighth episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 7, Operation. This concludes the eight episode series in which Ian has explained the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance, and work streams including program management, finance, BIM, core design, construction operational management, statutory processes, procurement and information exchanges.

KEY TAKEAWAYS

• The outcomes required are the building being operated, maintained and utilised efficiently in line with the original plans.
• For employer governance a post occupancy review is undertaken and signed off. In terms of technical governance all the implementation processes have been signed off.
• Core Design requires undertaking any post occupancy evaluations of the building's ongoing performance a year to two years into operation.
• Information exchanges include feedback from any post occupancy evaluation that has been undertaken and the updating of any building manuals including health and safety literature or records.

BEST MOMENTS

‘Hopefully with all the planning that we’ve done through the various stages of the plan of work, we’ve now come to a fully integrated and operational building or facility that is meeting the requirements that we set out at the very beginning.’

‘Finance ; this is now into day to day life so we are constantly updating the operational model as required making sure we’re capturing the forward maintenance plan in terms of capital expenditure.’

‘The contractor is mobilising for the first year to get ready. He’s then operating it for a year and then he’s getting ready to get out. So you’re not actually getting the best optimised use of your contractor over a three year contract.’

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/

See omnystudio.com/listener for privacy information.

View Details

In this seventh episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 6. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance and various work streams such as program management, finance, BIM, core design, construction, operational management, statutory processes, procurement and information exchanges.

KEY TAKEAWAYS

• The main outcomes are the building is handed over to the user, facilities management aftercare has been enacted and the building contract has been concluded.
• Assure the digital twin is in place if applied and that the final asset register is agreed and signed off.
• A forward maintenance register needs to be put in place. This denotes all future renewals, replacement and upkeep schedules required for the building.

BEST MOMENTS

‘In terms of program management the key activities here under this workstream are handover of the building in line with the plan for use strategy, we’ve agreed a move in plan which is a critical element when moving from one building to another.’

‘On the basis that a digital twin is now applied then the construction phase can be locked off and kept in perpetuity because now we have moved on to the operational model.’

‘We should have a whole life cycle plan mapped out so that we know when future capital replacements need to happen in 5,7,10 years time but that needs to put into a forward maintenance register so that that can be budgeted as part of the financial model.’

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/

See omnystudio.com/listener for privacy information.

View Details

In this sixth episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 5. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance and various work streams such as program management, finance, BIM, core design, construction, operational management, statutory processes, procurement and information exchanges.

KEY TAKEAWAYS

• The main outcomes are manufacturing, construction and commissioning is complete, Employer Governance has a Practical Completion Certificate and Technical Governance has a building information sign off in place.
• We need to make sure we monitor any outgoing costs against the model and that we are not picking up any particularly large variations.
• Inspection of the site and ongoing construction will occur for quality and the Facilities Manager should be involved in this to ensure the end operations are kept in mind.
• The most important part of the construction is complying with Health and Safety requirements.

BEST MOMENTS

‘We need to make sure we are looking forward to the operational stage even though we are only in construction so that we are preparing the overall facilities management strategy plan.’

‘We need to update the Operational Model as required and the overall Financial Model so that this is now really at a tweak and twiddle stage.’

‘We need to make sure we’ve got the Building Manual which aligns with the Asset Register for the actual operation of the building.’

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/

See omnystudio.com/listener for privacy information.

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In this fifth episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 4. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance and various work streams such as program management, finance, BIM, core design, construction, operational management, statutory processes, procurement and information exchanges.

KEY TAKEAWAYS

• All the design information for construction is complete at stage outcome. The technical design should be signed off. In terms of technical governance the BIM execution plan and construction program are also signed off.
• The construction procurement strategy needs to be agreed in terms of what form of construction is to be employed and also the form of contract that is going to be used.
• In terms of BIM we need to ensure team collaboration and it is being correctly undertaken and utilised. There needs to be a full integrated process occurring within the model.
• The operational team or facility management consultant needs to continue with their feedback onto the operability and practicality of the design bearing in mind maintenance considerations.

BEST MOMENTS

‘In terms of programme management we need to review and oversee the value engineering strategy. In this stage it is very important to make sure that we know what we are doing.’

‘Clearly if this is going to be a traditional procurement the contractor will have his own construction phase program but we still need to do one at this stage to make sure that, overall, it's coming together.’

‘Now we're getting into the nitty gritty and the full detailed technical design. Some of this may be required for building control if that is in your jurisdiction.’

‘Again we need to identify very early on what are the long delay periods or long lead-in for materials so that we can get those ordered as early as possible.’

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/

See omnystudio.com/listener for privacy information.

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In this fourth episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 3, Development Design. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance, and work streams including program management, finance, BIM, core design, construction operational management, statutory processes, procurement and information exchanges.

KEY TAKEAWAYS

• The key outcomes for this stage 3 are the architectural and engineering information is fully spatially coordinated which can be assisted by using BIM.
• Employers Governance involves signing off on the design and Technical Governance is initiating a planning application.
• Finance requires looking at the budget and making sure it is robust for the cost plan and client requirements.
• The operational team must take a close look at the materials that are being proposed including finishes, plant room use and other areas of the building design.

BEST MOMENTS

‘Programme management continues on through this process so we are looking at now bringing in the value engineering process and overseeing that.’

‘Again this whole design process now starts to get into a really iterative process between other components of the project.’

‘We can now really start to bring in health and safety expertise as well to look at alongside the buildability and operational side to make sure everything meets all the regulations as where appropriate.’

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/

See omnystudio.com/listener for privacy information.

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In this third episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 2, the concept. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will explain the work streams in each stage including Employers Governance, Technical Governance, Programme Management, Finance, BIM, Core Design, Construction, Operational Management, Statutory Processes, Procurement, and Information Exchanges.

KEY TAKEAWAYS

• At Stage 2 we are considering the concept design. The Design team is now on board and we are progressing into the main design process.
• Employers Governance involves sign off on the Cost Plan and on the concept.
• The client may need to be recalled if during the process of the Design Brief it becomes apparent that some concepts aren’t viable.
• The collection of pre construction health and safety activities should be initiated and included in the plan.
• Key Information exchanges at this stage can include original design brief changes that need to be approved by the client. Stage reports, project strategies, outline specifications, cost plan update, and architectural concept should all be signed off.

BEST MOMENTS

‘In terms of stage two outcomes we are looking at the Architectural Concept. So this is the concept design, what we are actually looking at to ensure the client is happy before the real work of the design gets underway.’

‘The design may be getting too out of hand and therefore the budget is under pressure. So we may need to be reigning the design content back, and the design scope back.’

‘So again, constantly evolving the best way of delivering this project and how we come together.’

‘You can see that we are going through an iterative process on each stage through the same work streams, through the same governance and everything else.’

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/

See omnystudio.com/listener for privacy information.

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In this second RIBA episode Ian is introducing the Royal Institute of British Architects plan of work (RIBA). Over the next seven episodes Ian will continue to explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. In this episode Ian will explain Stage 1 of the RIBA plan, Preparation and Briefing, and will cover stage outcomes, Employers Governance, Technical Governance, works streams including Program Management, Finance, Building Information Modelling (BIM), Design Process, Construction, Operational Management, Statutory Processes, Procurement and information flow.

KEY TAKEAWAYS

• Ian has expanded on the RIBA plan to include a number of additional elements. This encompasses a whole life approach to the plan, from concept to demolition.
• Elements of stage 1 include having a fully detailed Project Brief. This is the document that is used to brief the design team.
• Employers Governance requires the Project brief to be signed off in full detail. Technical Governance moves into the Project Initiation Document (PID), the BIM, the Execution Plan and the Feasibility Study.
• Finance requires agreement on the project budget and an update of financial models.
• The BIM execution plan must ensure that the design team is fully compliant and capable of using BIM to its full use.

BEST MOMENTS

‘In other words I’m looking at the end game at the beginning. We’ve talked about this theme many times before but I think it is vitally important that we really understand what the endgame is all about and what the client really needs.’

‘At this stage the Program Management is probably one of the key work streams because it’s the work stream that’s pulling all the initial stuff together.’

‘So we need to look at the construction delivery methods at this stage and make firm decisions as to how we’re going to move forward.’

‘That’s why we need to consider the Procurement Program because this can also influence how we build this, the method of building particularly if we are going down Construction Management.’

‘With all of these work streams that I’ve listed out isn’t the full context of this, there may be other documents and other processes that need to be done for specific projects.’

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/

See omnystudio.com/listener for privacy information.

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Today Ian is introducing the Royal Institute of British Architects plan of work (RIBA). Over the next eight episodes Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects.in this episode Ian will introduce the eight stages of a project, how you should approach the creation of the document, details of how Ian has expanded and utilised it himself and how you should begin with stage 0.

KEY TAKEAWAYS

• A RIBA document covers eight specific stages, starting at stage zero, identifying the progression of a project.
• Stage 0 Strategic Definition
• Stage 1 Preparation and Brief
• Stage 2 Concept Design
• Stage 3 Spatial Coordination
• Stage 4 Technical Design
• Stage 5 Manufacturing and Construction
• Stage 6 Handover
• Stage 7 Use of Building
• At stage 0 we are concentrating on the best means of achieving the clients requirements and it is the beginning of The Project Initiation Document (PID).
• Ian has added a few extra steps in addition to the original RIBA. One is an Employer Governance Sign Off. Another is a Technical Governance Sign Off.

BEST MOMENTS

‘This is something that’s been put together and has been in existence since 1963. So it’s been around a long time and there’s a new iteration that’s just come out in 2020 or 2022. So it’s regularly updated to meet current trends and technologies and thinking.’

‘My approach still follows the eight stages from 0 to 7, but I’ve added more work streams. So I’ve still got the stage outcomes per the original RIBA plan of work, but I’ve now added employer governance and sign off, or a gateway process. I’ve also dealt with the technical governance and sign off, another gateway process.’

‘The program management work stream will primarily focus on the PID on which we’ve already covered a couple of items.’

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/

See omnystudio.com/listener for privacy information.

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Ian presents the carved in stone, never to be ignored seven deadly sins that, when indulged in, can see your construction project fail.

KEY TAKEAWAYS

• Excessive change orders. These occur due to poor initial planning resulting in the client realising part way through that they are not getting the desired result.
• Scope creep. As the project progresses the client realises he needs to change the plans due to, once again, poor initial planning.
• The dictation of the contractor. Because of poor contract planning the contractor can demand changes to how the work is done or financed and change timings and deadlines.
• Poor client control. This is the client looping often in fantastical, impractical and poorly thought out ways over the recommendations of the designers and initial plan.
• Poor schedule management. This is another poor initial plan in which the order of works and timescale is not fixed comprehensively.
• Productivity Issues. Labour shortages, skill shortages and the contractors desire to cut costs can create a shortfall in reaching planned milestones.
• Lack of communication and documentation. Clear data passing among the different areas of construction is paramount.

BEST MOMENTS

‘As a result of that you’ve got cost overrun, particularly if you haven’t got sufficient contingency allowed for.’

‘This can often shift the liability and can also mean the client doesn’t get what he wants. Quite often the contractor will try and cut costs by reducing the quality of the installation, the finishes and all of that sort of thing.’

‘It is important that the schedule is dealt with correctly right at the very beginning and is robustly stress tested to make sure that it is robust for the project in hand.’

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/

See omnystudio.com/listener for privacy information.

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The main reasons for a project failure is a developer, investor or end user does not consider what they really want from their building or facility. Misunderstandings on investment return, the function of the facility, and poor initial planning result in an unsatisfactory end for the project. In this episode Ian will cover these and other reasons for project failure and what steps can be taken to mitigate or eliminate these circumstances.

KEY TAKEAWAYS

• The most important person in planning for a finished and well functioning facility is the Facilities Management Professional who is best placed to consider all operations of the completed project from the outset. They are the best person to also guide the end users and developers to plan in detail with a comprehensive overview of interconnected day to day functionality.
• Ians system of three phases will prevent cost overruns and scope creep of the type that can seriously effect the financial viability of the project.
• Phase one is the initial information gathering. This is data gather from around the industry to look at other completed similar projects and what their requirements were. The purpose of the facility must be decided to create a project vision. Then the detailed functioning must be considered to a complete plan including facility placement, room size and function, fitted equipment, staff facilities and all the considerations required for a finished facility. From this you can develop the project brief for the design team.
• The operational costs as well as the construction costs need to be established to verify a viable project. Is the cost of running a business from the facility a profit making model?
• Develop the details. Pre construction we need to decide on issues such as project governance, compliance, approval processes, risk assessment, measure and milestones, budget control and a communication plan.

BEST MOMENTS

‘From studies I’ve read over 80% of construction projects fail for a whole number of different reasons, but predominantly they are delays, cost overruns, quality issues and disputes.’

‘You may have buildings that are oversized because they haven’t looked at the efficiency, things are missing and all those sorts of things. Or because they haven’t sat down at the very beginning to look at what they really want.’

‘I’ve inherited a hospital where there were no store rooms, so you couldn’t have immediate supplies. I’ve been involved in a building where it was designed by a leading architect of world renown but there were poor choices of light fittings, for instance, so we couldn’t clean them easily.’

‘I was involved in another hospital project where an external body reviewed the architectural design of the building and they stated that this building had clearly been designed from the inside out. In other words, it was a functional building.’

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/

See omnystudio.com/listener for privacy information.

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Following on from the last episode concerning Sustainable Development Goals (SDGs), Ian takes a closer look at SDGs in the context of real estate. He will cover the 17 goals set out by the UN, real estate compliance, what needs to be considered and actioned, and how the goals can be directly applied to real estate.

KEY TAKEAWAYS

• The SDGs are the 17 Sustainable Development Goals, or ‘global goals’ as they are frequently referred to, a collection of interlinked global goals designed to be a blueprint to achieve a better and more sustainable future for all. They were set up in 2015 by the United Nations General Assembly and are intended to be achieved by the year 2030.
• The real estate industry deals with the majority of these goals which are relevant to their operation. The top three are climate action, affordable and clean energy and gender equality. However, attention is also given to responsible consumption and production, equality and education and good health and well being.
• A Materiality Assessment is an exercise in stakeholder engagement designed to gather insight on the relative importance and impact of specific environmental, social and governance issues.
• The improvements and learnings will be shared once per year in the SDG lab and the UN Habitat Urban Forum and other events.

BEST MOMENTS

‘Just briefly they cover no poverty, zero hunger, good health and well being, quality education, gender equality, clean water and sanitation, affordable and clean energy, decent work and economic growth, industry innovation and infrastructure, reduced inequalities, sustainable cities and communities, responsible consumption and production, climate action, life below water, life on land, peace, justice and strong institutions and partnerships for the goals overall.’

‘About eight or nine of the goals are being considered reasonably actively. The rest then start to drift off dramatically, they go down to below 40% compliance.’

‘Quality education. Real estate can impact this by the provision of schools and various things like that. Education programs for construction workers, for facilities management workers, educating them in the wider benefits of doing that job as part of SDGs and the wider community.’

‘Life on land, goal number 15. We are committed to maximising biodiversity potential at all our developments and operational sites.’

VALUABLE RESOURCEShttps://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 METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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In this episode Ian details the procedures and requirements of Environmental Social Governance (ESG) and Sustainable Development Goals (SDG’s) which ensure good sustainable practice and environmentally friendly methodology. He will cover what ESG’s are, investor requirements, environmental considerations, social considerations, ESG criteria, pros and cons, UN Global Compact in relation to sustainable practice, what SDG’s are, SDG indicators and measures, implementation, challenges, cost, SDG driven investments and communication and advocacy.

KEY TAKEAWAYS

• ESG’s are a set of standards for a company’s operations that socially conscious investors use to screen potential investors. They are increasingly common for investors to easily identify an operation's social and environmentally conscious credentials.
• Governance deals with a company’s leadership, executive pay, audits, internal controls and shareholder rights. Environmental criteria detailed could be energy use, waste, natural resource usage and environmental risk. Social criteria looks at the company’s business relationships. How does it treat its suppliers and what environmental values do those suppliers hold? How does it treat its employees? What are its health and safety methods?
• Investors need to decide what values are most important to them and research the company thoroughly to ensure compatibility.
• SDG’s or Global Goals as they are commonly referred to are a collection of 17 interlinked goals designed as a blueprint to achieve a better and more sustainable future for everybody set up in 2015 by the UN General Assembly.
• Each SDG has a series of indicators which establish the criteria that need to be met to complete that goal. Each indicator has a series of sub-indicators which assign the specific metrics that are used to define that indicator.
• Implementation of the goals began in 2016 and all UN member governments were tasked with creating their own policies and methods to best produce each outcome. Individual relevant institutions are also on board with the plan paying attention to the SDG relevant to their function.

BEST MOMENTS

‘Social criteria examines how it manages its relationships with its employees, its suppliers, its customers and the communities where it operates.’

‘Many mutual funds, brokerage firms and advisors now offer products that employ ESG criteria.’

‘In the UK a few years ago there was a big furore about how Tesco, the big supermarket, was treating its supply chain for the supply of products that it was selling. It’s negotiation tactics and how it was driving margins out of the small supplier.’

‘In years gone past, socially responsible investments had a reputation for requiring a trade off on an investors' part as they limited the universe of companies that they were eligible to invest in. In times gone by people were trying to make sure the investment pool was as large as possible. Now that is changing.’

‘The idea here is that the people are actually driving the agenda to their governments.’

VALUABLE RESOURCEShttps://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 METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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The importance of well being and the application of a healthy mind set within construction has recently been the subject of several news articles in the industry. Ian feels this is an essential area of interest and in this episode will discuss the definition of well being, context, factors effecting wellbeing, awareness, mental health resources and key actions.

KEY TAKEAWAYS

• The World Health Organisation defines well being as a state of mind in which an individual is able to realise his own abilities, cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to his or her community.
• Substance abuse, anxiety, depression, suicide, physical and mental abuse can all be symptoms of poor mental health. Early signs are restlessness, sleep problems, statements of self worthlessness, poor concentration, extreme mood swings and high emotions, lack of energy and unsociability.
• Well being is made up of two key elements, feeling good and functioning well. Resilience is the ability to cope with the stresses, changes and adversities in our day to day lives.
• Because of the male dominated nature of construction, the need for discussion of mental health issues is often under assessed due to the emotionally repressive nature of current masculinity.
• A caring organisational structure, inclusive and supportive can circumvent the pressure felt in construction particularly as it currently has the highest suicide rate of any industry.
• An employee support program can be offered and it needs to be absolutely confidential. An organisation should make clear and open up about the issues of mental health, implement clear policies and have those visible and accessible, accept vulnerability, share stories and create empathy.

BEST MOMENTS

‘It’s really about the overall state of mind of an individual and their well being, and I believe there are a lot of tools that can help your state of mind in whatever walk of life you are, and also whether it's in your personal life or your work or business environment.’

‘There are many more signs I just wanted to make awareness of some of the most obvious ones and we may all suffer from these from time to time it doesn’t necessarily mean we have a mental health issue. These are just indicators there may be something more pressing that needs to be looked at within an individual.’

‘We just need to be aware that there’s no ‘one size fits all’ solution in identifying this.’

‘The industry values toughness and strength. Mental health conditions or seeking help may be seen as a weakness.’

‘We need to create a sense of connection between peers so that people are furthered with a team culture of which mental health is very much a part.’

‘Mental health has become an endemic issue in my opinion in society at large, not just in the construction industry. We really need to grasp this and get hold of it and support each other.’

VALUABLE RESOURCEShttps://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 METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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Health and Safety, or Occupational Health and Safety is a very large area to oversee during an ongoing project. Ian offers an overview on what Health and Safety is, who is responsible, regulations, project brief, risk assessments and method statements, the consequences of improper health and safety, hazards and common cause of fatalities, and performance measurement.

KEY TAKEAWAYS

• Health and Safety on construction sites deals with the physical and psychological wellbeing of workers and other persons whose health is likely to be adversely affected by construction activities.
• Procedures should be put in place so that personnel can quickly report an issue. A culture of responsibility needs to be installed to create a reactive response to any safety problems amongst all personnel. A Health and Safety director should be appointed with direct access to the directors to oversee all aspects of Health and Safety throughout the project.
• The regulations differ in each jurisdiction. In the UK there is The Health and Safety at Work Act 1974 and The Management of Health and Safety at Work Regulations 1999.
• The project brief needs to include all the Health and Safety requirements including the Health and Safety Statement.
• Risk assessment needs to be completed to assess the job that’s being undertaken for hazards. Examples should be listed for all tasks to be used when creating awareness when training personnel.
• The consequences of inadequate Health and Safety procedures are injury, disability, loss of wages, loss of life, site closure and time loss, reputation damage resulting in difficult recruitment or insurance acquisition, low morale and legal implications.
• Typical construction hazards could include chemical substances, tools and machinery, obstructions and trip hazards, storage of materials, spillage, fire and electricity, vermin, dust and debris and fall hazards.

BEST MOMENTS

‘Health and Safety in the construction industry is the responsibility of everyone on the site and even on operational and facilities management, it's still the responsibility of everyone.’

‘If a trip hazard is identified by a worker we should be encouraging that worker to either remove it if it’s safe to do so, or to report it so it is properly dealt with.’

‘In terms of construction design and operation there is The Construction and Design Management Regulations 2015, which governs everything associated with a building to make sure that it can be built and operated safely.’

‘There are many standard forms of risk assessments for all sorts of different jobs available, or we need to adapt our own depending on the nature of the work we are undertaking.’

‘Prohibition notices could be put in place. That means the work is effectively shut down because the worker activity is considered too dangerous.’

‘We need to remove as many hazards as possible by having barriers and proper access platforms, scaffolding and all that sort of thing, covering holes and penetrations in floors etc.’

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/

See omnystudio.com/listener for privacy information.

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Key Performance Indicators are a data set that are measured with outcomes. They provide Facilities Managers (FM) with important information on how they are faring on their project or contract. Ian will be covering what Key Performance Indicators (KPI) are, the importance of KPI and why we track them, how to improve them, goal setting and KPI, common accessible data sources and which KPI should be used.

KEY TAKEAWAYS

• There will be different KPI for all the different FM contracts. They need to be considered in a bespoke manner as each project will have unique requirements.
• When using KPI we consider metrics. Metrics are single points of data with no objective in mind, for instance, a temperature. KPI are measurements that show how well a facility is meeting its objectives. Metrics are utilised to formulate KPI.
• KPI help FM and organisations set targets and decisions with clear data driven planning.
• You can improve with the use of KPI. If you discover, for example, you are spending more time on reactive maintenance than preventative maintenance, you can increase your proactive maintenance strategies.
• Continuous improvement in FM relies on focusing on the customer and their requirements, aligning goals using KPI with the objective of the business, consulting frontline workers, and firm leadership support to drive incremental change moving forward.
• Sources of data can be FM information systems, finance systems on costing, staff observations, internal and external surveys, utility companies, service vendors, building information systems and sales systems.
• KPI should be appropriate to usage. Some measurements and tracking can be unnecessary and time consuming so KPI should be specific to the function of the facility and its improvement.

BEST MOMENTS

‘Every industry uses different sets of KPI to track progress and performance and Facilities Management is no different. We need to make sure the Facilities Management or KPI is appropriate for the contract or the operation as its actually being considered at the time.’

‘For example, a measurement of total maintenance hours would be a metric, while planned maintenance versus reactive maintenance would be a KPI.’

‘Ideally you can set up work orders to automatically generate on times or events and therefore assign to the correct technician with all the correct parts and information necessary without you having to do a thing.’

‘So we’ve got three tiers here, you’ve got the metrics which is the actual data, the KPI which is what we’re measuring, and then the goals which is the endgame. And all three work harmoniously together to drive the business or the contract forward.’

VALUABLE RESOURCEShttps://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 METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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Ian explains what Facilities Management is and what it entails in this comprehensive episode.

He defines the various terminologies associated with Facilities Management (FM) including Property Management and Asset Management. He will expand on FM strategy, FM delivery, mitigation strategies, planned maintenance, help desk and Ian’s personal perspective on FM.

KEY TAKEAWAYS

• Property Management is a third party service hired by a landlord to manage the day to day operations of a property including rent responsibility, tenant responsibility, maintenance and repairs, landlord and tenant law etc.
• Estate Management is the supervision or direction of interests held on land or landed properties toward achieving an optimum benefit.
• Asset Management is about the management of a clients assets to ensure optimum expected returns and is a niche area dependent on the asset involved.
• Facilities Managements’ ISO definition is ‘the organisational function which integrates the people, places and processes within the built environment with the purpose of improving the quality of life of people and the productivity of core business.’
• Customer Service is critical, along with communication, leadership, strategy, planning, emergency and disaster preparation to successful FM.

BEST MOMENTS

‘The Property Manager has to have all the requisite call out procedures in place, and also the necessary trades people to respond to that.’

‘So these three areas here have got distinct areas that they cover, but they don’t cover the whole gambit of dealing with a property or a facility.’

‘So the evolution of FM has been around for a while but it probably started off in the 1980’s and probably came out initially from the IT industry as to how they managed the IT infrastructure and then got involved with managing the building.’

‘The consequences again of something simple and identifiable and known about not being done was significant. Somebody lost their life.’

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 METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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Time and cost overruns in construction projects are what everyone involved are often most keen to avoid, but Ian can tell you how careful planning and foresight can help you escape this eventuality. He covers impacts and consequences of overruns, reasons why they occur, and methods of mitigation you can employ.

KEY TAKEAWAYS

• Time and cost are the main measure of success of the project yet also the main factors in why they fail. This can result in the investors proposed income from the investment not being realised at the right time, which can have a knock on affect on the whole life project, contractors ongoing schedule being disrupted or even overall failure.
• Possible reasons for overruns are incomplete design, inexperienced or inappropriate professional team, unforeseen site conditions, poor contractor selection, late payments resulting in cash flow blockages, or poor site supervision.
• Client expectations and requirements are absolutely key to standing a chance of avoiding overruns. A competent management team, precise and correct scheduling, quality contractors with appropriate skills, and risk analysis are all good mitigation tools also.
• Increasing material costs due to unforeseen circumstances are an issue, especially currently, as the upper end of the budget can be tested by not only material shortages but also unpredicted economic inflation. Waste minimisation is important.
• Poor communication is the cause of project failure in a third of cases.

BEST MOMENTS

‘Studies have shown us that at least 60% and in some instances 80% of all projects fail in some way or another. That’s a pretty damning statement on the industry and the success of the industry.’

‘Consequences of getting this wrong are substantial.’

‘A lot of this in my opinion stems from what I’ve already covered in previous shows. It’s getting the clients requirements crystal clear right at the very, very beginning. As I say, the phrase I’ve got here is ‘the cornerstone of cornerstones.’’

‘The reasons for the overruns were incomplete design, inclement weather, variation in size and specification and it was ten years late and had a cost overrun of $95 million on an original value of $7 million.’

‘Again that’s a lot of wastage up front. So what were these non-optimal activities? The culprits were fixing mistakes, looking for project data, managing conflict resolution. All of these sorts of things.’

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/

See omnystudio.com/listener for privacy information.

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Project Monitoring is particularly beneficial to the financial institutions or individuals who are funding a project. Keeping track of progress in detail allows them to reassure the safety of their investment and also keep track of timescales and possible returns. Ian takes a look at all the areas involved in Project Monitoring starting with why it is an important undertaking for investors.

KEY TAKEAWAYS

• Project monitoring is separate from the other project management functions undertaken by an independent person. They report directly to the funders on the adequacy of budgets and estimate the funds and timescales that exist to bring the project to completion.
• There will be a series of progress reviews throughout to validate all funding requests, and confirmations are given that there are sufficient finances to complete the project.
• The construction industry is a complex situation especially on very large projects. Lenders do not necessarily have the expertise to check all the technical details and cost issues of the proposed design. This is why an independent informed body through Project Monitoring is employed to explain these complexities and what they mean in terms of risk to their investment, often referred to as a Technical Advisor.
• A Project Monitor has the power to cut project funding if a major deviation in budgeting and spending is identified. The lender's main aim is to ensure that a return is met that will result in the loan being repaid with their agreed interest payments intact. This is why the Project Monitor must be free from the influence of the other interested parties in the project.

BEST MOMENTS

‘An initial review. The proposed project is analysed to ensure it includes all the elements and items normally associated with a project of its kind, that the budget is adequate and complete and that the timescales can be achieved.’

‘This is where BIN comes in so effectively, where you’ve got the scheduling and the cost control all in the one package, so that the monitor can look at this and see what’s on site and make his assessment to make sure everybody’s being open and honest as to where this is going.’

‘As with any construction project there are always uncertainties. It’s a risky venture in nature and there are all sorts of uncertainties that can come to bear. Clearly the biggest uncertainties are whilst you’re in the ground because that’s the biggest unknown.’

‘The Project Monitor provides the lender with a valuable service with a combination of technical insights, financial expertise to minimise their risk exposure.’

VALUABLE RESOURCEShttps://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 METHODhttps://www.ianjrogers.com/

See omnystudio.com/listener for privacy information.

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When embarking on a construction project one of the main areas to plan for and identify is risk. In this episode, Ian details how risk identification should be undertaken and some of the problems you could face during your project. He explains the definition and types of risk and the methods, contingencies, tools and management required to deal with them.

KEY TAKEAWAYS

• A risk can be defined as an uncertain event or circumstance that if it occurs will affect the outcome of the project. Risk is forever present. We need to look at risks in terms of impact on the strategy, detailing what potential impacts could be incurred by going down a particular strategic route.
• There are many different areas of risk; contractual, management, supply chain, technical and design, financial and economic, logistical, physical, quality, environmental or acts of god, health and safety and sociopolitical and legal risk. This should form the basis of your risk log and risk register.
• Our first reaction to risk is often to ignore it or pass on the responsibility. You cannot do this. You must log and acknowledge the risk. You must assess the category of risk as high, medium or low and mitigate them. Compile a risk register with control methods identified.
• Possible mismanagement of risks can include not compiling any sort of risk register and ignoring all risks, getting complacent about the register and not updating, failing to evaluate properly, shifting responsibility or not informing or identifying an appropriate party or method to deal with the potential risk.

BEST MOMENTS

‘We need to look at this in a holistic way as well as in a detailed way. The risk can impact upon the project as a whole but can also impact on individual components.’

‘The owner may have a certain mindset that must be corrected. They may say “if we plan this right there’s gonna be no risk”. Well that’s not true.’

‘There’s a whole range of different risks that a supply chain can throw at a project and these all need to be captured and mitigated wherever possible.’

‘I’ve experienced cultures where there is virtually no health and safety legislation and yet the amount of health and safety accidents is relatively low because people are aware of that, its in their culture.’

‘It may be that we take out project insurances to mitigate some of the risks, particularly some of the delays and business interruptions and things like that.’

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/

See omnystudio.com/listener for privacy information.

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The Project Initiation Document (PID) is the starting point of any successful project. It is formulated by all involved and contains the full intent scope and detail of the forthcoming construction. Ian will detail in this episode all the areas that should be contained in the PID to create a solid cornerstone of information for all parties to refer back to throughout the project. The subject has been broken down in to four parts ; the initial information, information gathering, developing the detail and project execution details.

KEY TAKEAWAYS

• The initial information should include the vision. This is the clients initial desire for the project, everything they hope to get out on completion. This means understanding what the forward strategy of the business is, the future operation of the facility. The client requirements should be listed and looked at in great detail which means understanding your client and their business comprehensively.
• The information gathering stage includes creating an executive summary which should be a snapshot of what the project is about. It should include all information pertinent to successful completion of the project and should identify all the data required including, for example, possible environmental constraints, measurement of deliverables, margins and returns etc.
• Project execution should cover how the construction will proceed. The logistics of required equipment, materials, workspace, personnel and contractor requirements and key milestones should be fully detailed.

BEST MOMENTS

‘Now I’m going to be going into a deep dive about what makes up a Project Initiation Document and how you put one together.’

‘Get this wrong and your project is likely to go off the rails later on. Get this right and you’ve got a good chance of a very successful project.’

‘It could be that there is a lot of specialist equipment to move in from an existing factory or facility. How is that all aligned with the existing operations?’

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/

See omnystudio.com/listener for privacy information.

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Building Information Modelling (BIM) is a process of generating and managing building data during its complete life cycle, from conceptual design through to operation of the building. Ian details BIM impacts and benefits, it’s process, collaboration, and integration into the project.

KEY TAKEAWAYS

• BIM is a whole life cycle approach integrated completely from inception to operation of the construction project.
• You have the ability, through 3D modelling, to visualise the design during progress and adapt as you proceed. It contains information on design, construction, logistics, assets, operations, maintenance, budgets and schedules.
• The integrated platform saves time on communication as all the information on all the disciplines within the construction is available via BIM to everyone.
• It allows decisions to be properly considered before the impact of each choice by the extrapolation of the data.
• Instances of reworking and revisions are reduced. Safety is improved. Foresight is gained to avoid project delays and unforeseen costs. Operation of the building can be overviewed early by a Facilities Manager to pinpoint any future difficulties early.

BEST MOMENTS

‘This is something that I really like. I’m very passionate about the whole life cycle of a building and looking at the endgame at the beginning.’

‘Because everybody is working on the one platform and is collaborating, there is a lot more efficiency because you’re not piping data from one person to the next person.’

‘You can look at the cost impact. You can look at the time impact of the various options so the client can make seriously informed decisions.’

‘There is complete transparency from the beginning . So all the parties are building this up together on a common data environment. And then you have graphical and non graphical data which can all be used by all the parties as you build up the specifications and other information. So it really does start to look at this in a holistic way.’

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/

See omnystudio.com/listener for privacy information.

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Today Ian is going to introduce you to a radical new concept in construction projects, Integrated Project Delivery (IPD). This method of project delivery can ensure design integration at an early stage as it brings together throughout the project the major stakeholders, developer, owner and user around a mutual project outcome. With designers and contractors one team is formed to deliver the entire result. Together they will determine project goals, costs, risk sharing, compensation and general responsibilities.

KEY TAKEAWAYS

• The design team and contractors are brought in for their insights very early. This should also include the Facilities Manager in terms of future operation.
• Compensation is assigned solely on the contribution of the team member. All information is shared openly and freely with each other party. There is no hierarchy only the team and the benefit of the project.
• Obstacles can be that there is a a high propensity of software and data incompatibility. Training should be acquired early so as not to cause personnel delay.
• The industry gets integrated into a single purpose team that creates strategic supply chains relationships that are working off common goals and ideals, shared incentives and risks are managed holistically.

BEST MOMENTS

‘This develops a culture that is collaborative, harnesses the talents and insights of all parties. This optimises the projects results, increases value to the owner, reduces weight and maximises efficiency.’

‘So what we are looking at is the owners intent, the design teams understanding, and the contractors execution all being pulled together in one IPD model.’

‘We put profit for both the builder and the designer at risk for failure to perform as a team, with the corresponding reward shared by both if they hit their brief and perform above the standard of care that is being expected of them.’

‘Because you’ve all been together from the very beginning you should be able to mitigate major changes right from the outset particularly if you’ve garnered a really detailed client requirement as to what they want out the building and facilities etc.’

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/

See omnystudio.com/listener for privacy information.

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In this episode Ian takes a deep dive into the concept of ‘The Whole Life Approach’ and how it can benefit your project. From design to demolition, this is a full holistic approach to the entire duration of your construction, its use and its existence in the community. Ian details the considerations required for long sighted view of design, construction and operation to ensure efficiency and minimisation of pitfalls for decades to come. Learn the difference between Whole Lifecycle Analysis, Lifecycle Analysis and Lifecycle Costing and the advantages that each can offer you.

KEY TAKEAWAYS

• The Property Initiation Document stage is where the whole life approach should be introduced to ensure its consideration and embed its practices into the project at inception. The client needs naturally inform the project at this stage, but is the client fully aware that a high capital outlay at construction can effective in reducing operational costs of the building during use?
• Whole Lifecycle Analysis is the costing of the entire ownership of a building over it lifetime. Lifecycle Analysis is the defining the environmental impact of a provided service or product throughout its existence. Lifecycle Costing is the lifetime cost of a specified asset, for example, an air conditioning unit.
• Value Engineering is often misunderstood as keeping the cost of construction down but if considered with a whole lifecycle approach you can ensure that costs are down far beyond the construction phase.
• When costing an asset for its lifecycle consider installation, depreciation and salvage value and keep track of maintenance with a five year Forward Maintenance Register.
• To effectively observe the whole life operation of a building it is wise to bring on board an experienced Facilities Manager who can effectively foresee potential operational costs in the design of a building at the Property Initiation Document stage.

BEST MOMENTS

‘So spending a bit more upfront may end up reducing operational costs long term so that the whole life of the project becomes more cost effective. Is the maintenance of the building being correctly considered?’

‘So in terms of lifecycle cost analysis, this has been around for many years. It assesses the total cost of ownership over the life of the building. So we start off with the the design and the initial experience, etc. We then look at the maintenance implications, the operational performance, the salvage at the end, and look at value versus risk.’

‘A more expensive piece of equipment may have a considerably less energy drain on a building, as well as lasting longer and therefore not requiring so many capital replacements, say a split air conditioning system.’

‘It's all about the environment, the impact and performance design, what changes can be made to the product to lessen its environmental impact. Purchasing which product has a bit less environmental impact. So we're looking at embedded carbon here, carbon emissions, a number of things here in terms of when we're considering a particular asset for purchasing.’

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/

See omnystudio.com/listener for privacy information.

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Many factors including cost, speed of build and environmental conditions inform the decision of which building system and material to use. Ian covers some of the main types used for residential or small commercial building, including concrete block, timber frame, insulated concrete form, precast concrete and structurally insulated panels, discussing the appropriate usage and advantages of each.

KEY TAKEAWAYS

• Concrete blocks are durable, energy efficient in cold climates, vermin and insect resistant, low maintenance, fire resistant and cheap but have a high labour cost, have difficult access to services installed deep in between them and can suffer from water seepage over time.
• Timber frame, often utilised in America, is recyclable and renewable, can have low construction waste if managed correctly, is energy efficient when insulated and can come pre engineered and quality controlled for simple construction. Your location and access to timber is key in its cost of transportation and sourcing, it is combustible unless correctly treated, and is susceptible to heavy rainfall, decay and burrowing type insects like termites.
• Insulated Concrete Form is an H shaped block with steel reinforcement so it is very strong and sturdy. It can be used to construct multiple types of building up to seven storeys or more, is very quick to build with semi skilled labour, easily accommodates services, is energy efficient and sound resistant and offers a number of aesthetic choices due to its multiple shapes. They come in one size only so need to be cut to fit exact requirements, can be expensive especially if transported long distances and require you to facilitate concrete pouring and curing time.
• Precast Concrete is reliable and, due to its moulding, uniform and repeatable. It is solid and strong, can be moulded into multiple shapes for a multitude of functions, is very durable and can be constructed with a smaller workforce supported by the required machinery. However, the workers need to be skilled and experienced and precast concrete requires cranes and heavy machinery to be placed and can be difficult to cut and drill. It is heavy and needs efficient drainage and requires precise design, placing and construction.
• Structurally Insulated Panels are board or plywood bonded in layers with foam or polystyrene insulation and various other materials to form rigid, light panels. They are fire and pest resistant if correctly treated and can result in an easy and quick construction. They slot together and can be airtight for insulation and can be rendered or clad in a number of finishes for completion. Currently there can be a shortage of experienced builders available and it is a relatively new system so its durability and lifespan is untested.

BEST MOMENTS

‘And in high humidity environments such as tropical areas, they can be susceptible to black mould if they're not treated correctly and rendered and finished off correctly.’

‘It can be built to exceed a 60 year life, particularly if the timber is treated properly. And it can be energy efficient when insulated and can have a fast heating due to low thermal mass and it can have a reduced time on site.’

‘It improves the indoor air quality because it's a sealed system. It helps to protect the concrete during current curing which can be beneficial in hot climates. And the end result is very energy efficient, which has a significant impact on the energy use either in heating or in cooler climates or on air conditioning in warmer climates. And that has significant sound reduction and temperature stability. So it's got a lot of advantages as a system.’

‘There's a high initial investment for the factory and the moulds and all of that sort of thing. But obviously once you've started off and your producing then that stops. Modification can be challenging and difficult, particularly as inevitably the concrete is actually made to very high density and therefore cutting and drilling into it can be challenging.’

‘My personal favourite is insulated concrete form. As I say, this is not advice. That's just my personal preference because I think there's a lot more flexibility in it. It's very quick.’

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/

See omnystudio.com/listener for privacy information.

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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/

See omnystudio.com/listener for privacy information.

View Details

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/

See omnystudio.com/listener for privacy information.

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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/

See omnystudio.com/listener for privacy information.

View Details

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/

See omnystudio.com/listener for privacy information.

View Details

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/

See omnystudio.com/listener for privacy information.

View Details

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/

See omnystudio.com/listener for privacy information.

View Details

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/

See omnystudio.com/listener for privacy information.

View Details

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.

PODCAST DESCRIPTION 

An educational and entertainment podcast in Real Estate, Construction and Facilities management covering the whole life cycle of a project from inception to realisation. The intention is to educate and inform, provide some entertainment and to provoke debate on how to do a project properly, by getting it right from the very beginning.

See omnystudio.com/listener for privacy information.