Construction Recovery, Turnaround & Transition Specialist

The UK today is simply awash today with so called project directors, project managers, prince 2 and six sigma qualified professionals and whilst some of these candidates may be reasonably accomplished and capable individuals in their own right. As a cynic I would have to say that I take with a pinch of salt anyone claiming to be able to deliver a project for me if they’re unable demonstrate from both a hands-on and hands-of perspective that they have; effective commercial, technical, programme, people and conflict management capabilities.

You see I really don’t like titles and what’s more, I really don’t like individuals claiming to be something they’re not to the detriment of a core skill within any given industrial, commercial, operating or project delivery environment because to me that’s simply immoral. Now the reason that I suspect that the prince 2 and six sigma brigade etc, really hit a raw nerve with me is because as some who is both professionally and technically qualified in project management it simply grinds upon me that someone from a non technical, non civils or non construction background can be appointed as a senior lead on a construction programme of works, simply by acquiring prince 2 or six sigma accreditation.

Now whilst I'm not going to fulminate on the fact that I believe this sickening presentation to be nothing more than a derivative of the decline in manufacturing and hence technical and project training in the UK. I will state for the record that when I recruit support staff or bring onboard smarter supply chain functions, the main thing that I look for is evidence of erudite capabilities, not prince 2, six sigma or MBA's etc.

Just for the record here I think it’s important to point out that I don’t have a problem in principle with individuals with MBA degrees who may or may not be lacking in my considered opinion in terms of real time projecting and programme managament expereince. Nor do I have a problem with any of the process syntax assocaited with both prince 2 and six sigma, simply because in the RIGHT situation they do offer some validity to some project, refurbisment, build or lean construction programmes. However history suggests that whenever I’m called in to recover a stalled build, refurbishment or rationalization programme it’s almost always the result of poor initial mobilization, followed quickly by a failure to adhere to smart;

(a) End to end programme management.

(b) Supply chain and field force management.

And

(c) Poor overall hands-on / hands-off and day to day management of the entire programme of works including; all safety, quality, operational field force, supply chain and service delivery compliance commitments.

And why?

Well invariably because some BA, MBA, prince 2 or six sigma expert thought that they could manage their project from behind a desk or via a ghant chart or spread sheet, without really getting to grips with the sheer scale of the project in the first instance. But the truth is; that by the time that I'm brought in to the project environment to help recovery the situation, the smiles have already left the majority of hired hands faces, burn-out and doom and gloom is often the norm and collective confusion is the systemic culture in play. So then how do I make the difference and what do I bring to the table?

Recovery, Turnaround and Transition Management - "exploring what I bring to the table"

Anyone who knows me well, knows very well that I’m a straight talking, pragmatic systems and process engineer at heart. Albeit that I’m also a professionally qualified civil and mechanical engineer with exceptional project and people skills. Therefore when I’m directing or recovering a build, rationalisation or construction programme, I walk my job too, I test the validity of what is being said to me on a daily basis and I NEVER believe anything entered in spread or on data sheets unless I can prove that there is good evidence to support such entries.

I always lead from the front hands-on and hands-off, I do not suffer fools or political intrigue lightly, when I’m driving a programme of work I always; qualify, analyse, test, validate, manage and ensure that I’m continually in a state of project compliance because that’s what a highly capable project director should be able to do and with ease.

There can be no excuse for failing to deliver a project or build programme on time if the projecting lead has been party to all the bid, programme formulisation, supply chain rationalisation and project team structuring. Yet every time I’m asked to come in and support, mentor or recover a stalled programme of works it is those areas that I need to address as a matter of priority.

So why do so many construction programmes encounter so many problems? Well it’s a combination of; poor skills selection in the first instance which invariably results in poor overall project management a situation that most services providers are only prepared to address at the point that the proverbial shit hits the fan.

In summation effective project management and/or build programme management is a blend of so many things over and above some cursory accreditation, it’s about understanding the complex dynamics associated with the same and not simply trying to manage remotely via some nebulous understanding of smart and lean projecting and building techniques.

In terms of supporting my clients on their stalled projects, building programmes or rationalisation undertakings, I do what I say on my box, I hit the ground running whilst injecting high impact; technical, safety, programme, supply chain, client facing and stake holder engagement pragmatic logic solutions and that’s why I always bring all my assignment home. I qualify, analyse, test, validate, manage and ensure that I always achieve a high degree of service delivery compliance because that’s what my clients expect from a recovery, transition, transformation and project executive like me. I'm a project and build programme leader not because of all my technical and professional accreditations, but because I've come through the projecting and construction hand-on / hands-off killing fields from tradesmen to managing director and therefore I know this game inside out.

So please don't hesitate to contact me today by clicking [ here ] if you would like to discuss your needs or alternatively please feel free to check my profile out on linkedin by clicking [ here ].  But remember; if your business is currently struggling right now, you won't get a more professional, a more personable and more results focused business and project trouble shooter than Barry Hardy, so please contact me to discuss all your current or future business or project support; freelance trouble shooting needs.