Derek Mowlds, MSc, is the Managing Director of PM Group Asia with responsibility for offices in China, Singapore and India. He is a past Chairman of CIBSE Ireland and a past member of the CIBSE Council. Derek was also a founding Board Member and Vice- Chair of the Irish Green Building Council.
Embrace change but remember, ‘an quán dì yi’
Reflecting on the industry since commencing employment as a designer approximately 23 year ago, the biggest change I have encountered is the rapid advances in technology and ICT. The fundamentals of building services design have not changed. However, how we work and communicate has completely transformed in the last two decades
I have seen and been part of this transformation from my humble beginnings in a design office in Mountjoy Square in Dublin (pre- AutoCad!), to VMRA in Dartry Road, then PM Group and onto PM Group’s Shanghai office in China. I am now the Managing Director of our businesses in Asia, and I felt that the best thing I could do for this piece is to share my thoughts on some of the key focus areas to successfully compete in, and deliver, projects in today’s exciting but sometimes unpredictable environment
These are in no particular order, as they may be applicable to various stages of business development and the project execution lifecycle, or to various stages of your own career.
Remain agile and flexible Building services engineers and the supply chain should remain agile and flexible in a very dynamic and changing environment. This may simply mean remaining open to different contracting models such as Integrated Project Delivery (IPD) or working with contractors on design and build projects; it may even mean an openness to travel for international experience, or work on projects with teams from multiple locations, or in a different sector.
Systems thinking Engineers are best placed to apply a “systems approach” to both engineering design and overall project delivery. Any project can be broken down into a distinct number of systems, many of which will be common from building to building, despite the sector. Focussing on the critical/key systems early can help drive decisions and improve project delivery and efficiency.
The systems approach can also be used to identify key interfaces with other design disciplines and encourage early dialogue and design coordination. Outside of engineering, there is an interesting resource that frequently refer to called the Systems Engineering Body of Knowledge (SEBoK – www.seebok-info.org) which provides key knowledge resources and references of systems engineering, organised and explained to assist a wide variety of users.
Lessons learned Always strive to capture and transfer lessons from one project to the next. Also refer to lessons captured from other projects in your organisation. Do this early in the project, before you encounter a repeat issue that could have been easily avoided. Without a robust “lessons learned” system in your organisation, valuable knowledge will be lost across projects as the design team will change, and people move on, but the key issues and challenges remain!
Be open-minded Always remain open to new technologies and innovations, and encourage innovation from all members of your team. Embrace the right technologies and approaches for your business and projects early, including BIM, LEAN, Construction Management IS (Information Systems) etc. However, remember that technology is an enabler, not the answer.
Continuous Professional Development Stay in touch with your relevant engineering institutions, attend conferences and CPD events. Also, there is a huge volume of on-line CPD available. This raises another issue … for many the challenge now is managing your time as we are now “data rich and time poor”, according to a famous quote from Dr Kevin Kelly. It is also of huge importance to mentor and train the next wave of graduates in our industry. As you progress through your career, share your knowledge and experience to build the competencies of those around you.
Culture and communication Our clients, teams and colleagues now consist of a diverse mix of nationalities and cultures. This can actually improve team performance and efficiency based on the differing perspectives of individual team members. However, this requires leadership and mutual respect. Building services engineers also need to integrate into multidisciplinary design teams (often from multiple companies) to deliver projects requiring a huge dependency on soft skills in addition to technical acumen. There is a huge body of knowledge on culture and communications, plus regular seminars and workshops, that might be worth attending if you feel that improvement is needed in this area.
Safety first Last, but by no means least, remember to keep safety at the heart of everything that you do. Think of safety in design and safety during construction. Then deliver safe assets and systems for those who will operate them into the future. In China we say “an quán dì yl” … safety first. Stay positive and watch out for signs of stress. I say this to both employers and employees, particularly on demanding projects. Remember, this is a marathon, not a sprint.