Challenges Executing Services Intensive Projects

Challenges Executing Services Intensive Projects A. N. Prakash Architecture provides the aesthetics for a building, structural engineering, the backbone, and civil engineering the body. The final piece - the very heart and operational part come from the MEP disciplines that make a building, a living and breathing entity.

With the advent of advanced designing tools such as three dimensional CAD tools with rendering and BIM software, there has been a quantum change in designing capability. These programs allow the designer to imagine the building in greater detail and benefit in aligning the various services - electrical, plumbing, fire-fighting, HVAC as well as other MEP services.

While clarity in design can be achieved by doing this, it is only the first step. The ability to translate design intent onto the project while managing local site conditions, calls for a technocrat with a pragmatic approach and abundant experience to execute within uncertain conditions.

The longevity and smooth functioning of the building then rests on the shoulders of the MEP engineers, where project execution skills play a vital role in meeting these requirements.

What then are the challenges while executing a Services Intensive Project?

Vision The first is an ability to develop a unifying vision for the MEP services. It is often said, “Management is all about getting doing the thing right; while leadership is all about doing the right thing”. Doing the right thing as opposed to just doing things right, requires articulating a vision – a vision for all round excellence in MEP delivery, encompassing setting standards in line with current best practices, setting up processes that deliver to these standards as well as capacity building, in staffing and strategies, for flawless execution. This will mean, getting involved in a project from the conceptual stage and aligning the MEP deliveries in line with these standards and in coordination with other disciplines. Thereafter, it is a continuous process of plan-do-check-act-improve- throughout the project lifecycle. It is wise to remember that any failure of an MEP deliverable, at the end-use stage will be an indelible coffee stain and an inkblot moment of truth,

regarding the MEP services.

Technical expertise Clients today want their buildings built within tight budget norms; yet they wish the very best in execution as well. This puts a pressure on deployment and one has to make do with lower but highly productive manpower. Consequently, an MEP leader can no longer afford to be an expert in one domain – he / she must straddle every element of MEP Services – plumbing, fire-fighting, HVAC, water treatment, rainwater harvesting, medical gas supply, electrical etc, effectively and efficiently. This puts a premium on not only learning newer disciplines but also learning the nuances of its practical implementation on site.

Embracing technology This second remains the early adoption of prevalent and emerging technology – one that is developed from marrying experience to state-of-art development in MEP services. Technological changes are rapid and keep pace with the growing need of consumers. The ease with which global changes impact local technology, require early adoption of technological development; example, fibre optic cameras for pipe inspections, pipe joining techniques which require highly specialized equipment, hydro jetting equipment for drain cleaning, pipe boring and directional drilling that prevent the need to excavate in some cases, as well as electronic leak detection.

The recent accent on usage of renewable energy sources such as solar and wind energy, and rating of buildings on energy efficiency is fast gaining universal acceptance. As a leader, one is expected to understand the pros and cons of using such technology as well as rightly advising its use in the projects managed.

Planning and scheduling The ability to overcome the unique constraints of the site or take advantage of the site conditions, calls for a deeper understanding of execution strategies and tailoring them to the specific site conditions.

The leader has to plan and assess the activity duration of various activities involved, which requires knowledge and skill acquired over a period of time, in executing projects.

Execution strategy Understanding the intricacies of constructability is the key to ensuring that, execution of the design is feasible. One common example will be to evaluate shaft sizes in drawings to the practical aspect of execution and future maintenance of plumbing lines. In hotel industries, sequencing raw, waste-water, treated water,

hot-water lines and HVAC lines in the service shaft, calls for a practical understanding of the execution and maintenance routines and practices. Choosing a VRV system for air conditioning vis-à-vis a central air-conditioning system to save precious funds, is another example. Re-positioning the chilled water plant, to ensure greater optimization in terms of distribution costs is another such example. Providing a well-organized service floor in a five-star hotel to ensure maintenance without disturbing any guests, calls for a deep understanding of execution strategy.

Managing risk The third trait is the ability to foresee and manage risk effectively. Executing concepts on ground is fraught with risk, often the result of the ‘assumptions-ground reality’ gap. The leader has to have the capacity to read and interpret the drawings and designs and foresee potential risks in executing the work as per design drawings. The ability to constantly anticipate and parry such risks, gives an MEP leader a distinct advantage of displaying high level of professionalism. Indeed, it becomes the hallmark of MEP leadership. Some major areas where an MEP leader needs to focus are- risks that impact budgets, procurement and project schedule. Good understanding of procurement challenges; impact of changes; and a good understanding of using planning and tracking tools is a must for any MEP leader. Goal setting As a leader, it is necessary to set goals that facilitate capacity building of the team. These goals are stretch goals, aimed at achieving quality, speed and accuracy of work. These goals also embrace the ability of the team to absorb and utilize new technology, innovative practices and improve the precision of the work executed. The end result would be a trend, showing all round improvement in the performance of the MEP team.

Team building Lao Tzu, the legendary guru of Tao says, “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves”

In essence, a good leader is best known by the results his / her team produces. Thus building a team that excels is a core goal of a leader. What are the ingredients for building such a team?

Some photographs of MEP Services Execution

Figure 1: Planning piping in a hotel service shaft for easy maintenance

Figure 3: Steam Boilers in a 5 Star Hotel

Figure 2: Service Trench in a 5-star hotel

Figure 4: Chiller Room in Basemen

At the outset, it is important to know that it is a leader that sets the example. Indian gurus stressed this as can be seen from the saying, “Yatha Raja, Tatha Praja” (As the king is, so is his kingdom). Hence a leader has to display personal traits that build excellence – unbridled zeal, a never-say- lose attitude, readiness to learn and adapt / adopt and a clear bias for action. This creates zest and unstated hunger to excel in the team members. It is not just about beating competition but also beating one’s own mind-set. Challenge status quo and push the boundaries relentlessly.

Mentoring and coaching, is an investment that every leader needs to put in. Not only does this enhance communication of the vision, benchmarks, standards and practices, it also facilitates an understanding of how team members are wired. This helps address their individual growth and develop a team that responds positively, decisively and effectively to expectations.

Communication skills To manage a team well, a leader must be an effective communicator, with high clarity, precision and brevity in communication. This needs clear articulation skills, the ability to listen deeply to the hidden messages, the fears and find words that would help them overcome hesitations, fears and clearly understand their goals.

Conflict management Inevitably, the nature of our industry brings forth many opportunities for conflicts – both technical and inter-personal. Dealing with the technical conflicts requires anticipation and the ability to think ahead. Dealing with inter-personal conflicts requires the skills of convincing, cajoling or commanding the desired result, with empathy, but with firmness to resolve the issue on hand.

Problem solving The ability to find a lasting solution to the problem and building it in the team is a key trait. This requires a shift to solution mind-set from the problem mind-set. This is what brings results and establishes leadership.

Time management Last but not the least, this requires clarity about priorities. As a leader, It is important not only to manage time to execute the work on hand, but to also plan time for self-learning, coaching high-potential team members to plan succession, and experimenting with innovations / adaptations for greater quality of the deliverable.

Multitasking, yet focusing on each task to achieve excellence is what eventually helps achieve high productivity, both for the leader and teams.