On 30 June 2019 many of us will be celebrating 125 years since Tower Bridge was first opened to the public.
More than a year ago I started putting content on this website about the builder of Tower Bridge with the aim of completing it by 22 January this year, the centenary of Sir John Wolfe Barry’s death. I was actually ahead of target.
So I’ll set myself another goal for the 8 plus months until we reach the end of June next year: add more content to this website specifically about Tower Bridge, but obviously relevant to what is already here. As I did with John Wolfe Barry’s biography, I will blog as I go along. Tomorrow I will start with the beginnings of JWB’s involvement with the project to span the Thames further east than had ever previously been achieved with a bridge.
Hope you come back to have a look.
I’ve been thinking about what it means to be a project manager.
It’s certainly much better defined nowadays than it was in the 19th Century when John Wolfe Barry first started in civil engineering. Indeed the father of project management ‘appeared’ in the early 20th Century when Wolfe Barry was still alive: Henry Gantt had worked for Frederick W. Taylor the originator of scientific management approaches to industry, beginning with US steel in the late 19th Century. He is attributed with inventing the Gantt chart around 1915-20, an all too familiar tool for modern day project managers, though much credit is also due to Karol Adamiecki who was a contemporary of Gantt’s from Poland.
But even if a science of project management didn’t get off the ground until after Barry had died, I’m sure there are aspects of its operation which he would have easily recognised as part of his daily activities in civil engineering from the very start. For example, you need to make sure your scoping exercise for a project pay heed to the demands of all key stakeholders who will be impacted by it. This requires listening skills, not just the ability to direct others. Wolfe Barry seemed to have had these in abundance.
Then there is the whole process of planning and supervising the effective delivery of a project to meet the end requirements of the commissioners. You require a core team of technical experts to work together in harmony towards the same vision. You need to regularly assess progress in reality versus the plan and decide how much you can afford to shift deadlines and resources. You must keep an eye on the financial details or you may blow the budget prior to satisfactory completion. There are many half-finished white elephants out there!
These were all skills which John possessed and building Tower Bridge was arguably as big a test of them as he ever underwent in his career, just as his father had tried to do with the New Palace of Westminster. He must have felt incredibly confident with his project leadership when the bridge was finally opened by the Prince of Wales in 1894.
Admittedly it was over budget, but in his defence it was a unique solution to a unique problem where others had failed in the conception stage.