Five takeaways from managing multi-disciplinary teams ➜
Managing large multi-disciplinary teams on complex mega construction projects warrants a key set of skills, enthusiasm, and problem-solving abilities, writes Diarmuid Cronin of Cronin Architects.
Managing project teams on in Ireland and abroad, included in particular, 3 years as Senior Architect & overall Technical manager (PMCM) on the QP District in the business district of Doha, Qatar – A massive $3 billion mixed-use project in the heart of Doha's business district involving the construction of nine office towers ranging in height from 16 to 47 stories, five-star business hotel, Tier III Data Centre, restaurants, energy center, conference centre, retail shopping area and other amenities just to name a few!
Day to day management on a project:
Managing a 30+ consultant team which included Architects, MEP engineers, Structural & Civil engineers, façade engineers as well as managing external sub-consultants such as vertical transportation consultants, Building maintenance unit (BMU) consultants, landscape architects, and other related consultants certainly poses its fair share of challenges. The workforce on the site peaked at 8,000 persons just to give an idea of the level of activity on site.
Day to day management on a project such as this throws up literally any kind of challenge from meeting the airport authority to discuss and agree on the signage and visibility of the 47 story tower within the complex, inspecting and approving mockups of the 40,000 sq.m of split face, honed, polished and flamed stone travertine on the site and the factory to discuss the degree of the split face that can be seen, to discussions on air and water tests of the vast area of façade to the project.
It’s fair to say one needs a keen sense of organization and commitment to what the project such as this turns up on a given day!
Usual key management approaches & some interesting and successful tools:
The level of complexity on this project requires many of the usual key management approaches however some interesting and successful tools included very early morning client site walks followed by workshop meetings, helping get everyone on the ‘same page’, brain-storming sessions and specific problem clearing meetings to problem solve the massive array of issues that accumulate on such a project.
A helpful tool here was in categorizing them (NASA style) into their level of complexity, impact on the project, possible fixes, and actions arising from them.
#1 None of this is possible without respect for one’s colleagues ➜
It doesn’t cost anything to treat people well and people respond in turn with productively increased
#2 Also a determination to solve problems no matter how complex ➜
Trying to encourage a team to have a ‘can do’ attitude and working problems through themselves to come with a solution
#3 Sometimes simply having a sense of humour helps to break the ice! ➜
When dealing with different languages, cultures, nationalities and personalities, humour can be a common language
#4 Knowing when someone is having a bad day ➜
There are times when people struggle under the stress of a project or timeline and sometimes less is more so knowing when someone is having a bad day and simply give them space can be a helpful attribute.
#5 Knowing when it’s time to go home! ➜
There is only so much that can be done in a day and working silly hours is unproductive in the long run so finally, it’s knowing when it’s time to go home! ➜
Our Expertise ➜
Explore our Expertise here.
