Project management must be proactive not reactive

Companies with proven track records and sound experience will not find themselves marginalised when looking for project work even in the current tough economic times. According to Carl Webb, director of Project Logistics Management, the project logistics environment is becoming more specialised and the management of risks is becoming more demanding. While experienced and knowledgeable staff is becoming scarcer, it has meant developing in-house training programmes to ensure continuity. “Project management is proactive, not reactive. But even in these economic times there are projects under way or in the planning. Companies with proven track records and project management experience will have the opportunity to secure project work.” Specialising in project and abnormal cargo, Webb says abnormal load routes, abnormal permit requirements and abnormal travel limitations remain challenges when doing project work. “Port restrictions and ever changing requirements in the harbours also present difficulties at times.” He believes creating a team environment within the project group is one way of ensuring success. “We regard all projects as partnerships with our clients, with the sole aim being the timeous completion of the project, within budget and with minimal risk,” says Webb. “Communication is also a key element. The earlier we can get involved in the logistics planning for a project, the more successful we will be in achieving our objectives. Risk assessment and management also contribute to a successful project.” While Webb believes the industry will not grow too much in the near future due to the shortage of personnel, securing work will be based on proven track records. “ There will always be companies presenting themselves as project specialists, but the industry is able to identify the real project logistics specialists who will form a part of the solution, and not be a part of the problem.”