Name: Jim Power
Employer: BAM Construction
Project: Essex Cardiothoracic Centre, Basildon, Nethermayne, Essex
Contract: NEC 2, option C
Services are the traditional key to hospital projects, and in Jim Power, this complex multi-faceted development found an M&E master.
Jim’s professional M&E background – he’s a member-elect of the Institution of Incorporated Engineers – was ideal for a project where services made up 35% of the contract value. His understanding of the technical issues and ability to relate the requirements of service installations with the programme allowed the project to reach practical completion five weeks early.
Completion can be the most challenging stage of a project, and Jim’s analytical approach and detailed planning allowed the effective management of complex, high-risk works. He clearly articulated the processes, identified very early on key drivers, such as the significance of the operating theatre handovers and fit-out of the catheter labs, and developed appropriate strategies.
He instigated a completion workshop with key client team members long before construction had finished, eliciting the requirements of all parties. Jim then put in the detailed planning needed to draw up the process map and comprehensive completion programme which were fundamental to delivering the chain of events needed to commission and demonstrate the clinical areas.
But M&E wasn’t the be-all and end-all of this project. Jim took control of the design management, value-engineering and construction phase with aplomb. His decision to build new parking spaces early on in the project (which was sited on the former car park) helped the client enormously in keeping essential services running during construction.
Above all, Jim is a natural leader, and commanded the respect of the client, his co-managers and the workforce. He looked out for the personal well-being of his staff and encouraged them to develop their careers. And that was no mean achievement on a project that had a direct labour force numbering nearly 200 at one stage and 12 managers under Jim.
He was keen to be approachable to the entire team and ensure that they felt valued. Understanding the importance of encouragement, he took the time to give regular feedback. By showing so clearly he had time for people, Jim got the very best out of those around him and drove the project to a very successful conclusion.