Tag Archives: Sponsor

The Diolkos – The first truly commercial project?

In our papers looking at early wagonways and railways, the Diolkos on the Isthmus of Corinth in Greece, was identified as probably the first purpose-built railway in the world (if you define a railway as a set of tracks that guide wheeled vehicles).  This blog takes a close look at this fascinating construction project.

Unlike most other projects at the time of its construction, the Diolkos has three unique characteristics:

  1. Its purpose was commercial – most other projects of its time were built for the purpose of either religious celebration, military necessity, or royal ego-trips.
  2. The construction had to be completed before any value could be derived from the work. You either transported a ship across the Isthmus, or you did not!
  3. There was no option for incremental development. There may well have been earlier trackways for moving goods from shore to shore using pack animals or wagons, and using logs as wooden rollers to move ships was feasible but it is a big jump from these technologies to a ship transporter system.

These characteristics make the decision of the Corinthians who commissioned and constructed the project the first commercial project sponsors I have been able to identify.  And, the 650+ years of operation of the Diolkos suggest they got their decision correct.

The Diolkos (pass via machinery) was a paved trackway, variously measured to be between 6 to 8.5 km long, that enabled vessels to be moved overland across the Isthmus of Corinth. It was built to speed up the transfer of goods between the Gulf of Corinth and the Saronic Gulf, although, in times of war, it may also been used as a means of speeding up naval campaigns. The alternative way to reach Athens, and other ports in the Saronic Gulf, from the Gulf of Corinth was for ships to take a nearly 700-kilometer-long detour around the Peloponnese. A journey that was not only long but dangerous. Gale-force winds around Cape Matapan and Cape Maleas often troubled sailors. Whereas, both the Gulf of Corinth and the Saronic Gulf were relatively calm and the narrow strip of land, the Isthmus of Corinth, separating both the water bodies was only 6.4 km wide at its narrowest.

The basic mode of operation for the Diolkos was for a cargo vessel to be unloaded at one end and its cargo carried separately on wagons to the other side of the isthmus, then the ship was loaded onto the Diolkos, and pulled to the other side where it was refloated, then reloaded.

Enough of the trackway remains to show how the system operated. Eastward-bound ships would arrive at the northwestern end of the Diolkos at the current location of Poseidonia in Corinth where there was a stone ramp. They were then pulled up the ramps onto a stout wooden frame, or sledge. Once they were on dry land, the ships were then stripped of their masts and other movables to make them as light as possible. The massive vessels then were turned by winches to line them up with the Diolkos. Next, they would be pulled up another stone ramp to get them onto the wheeled undercarriage. These had large wheels along both sides spaced to fit into the deep grooves cut into the stones of the trackway, which ensured the undercarriage and its burden would stay firmly on track all the way to the other side of the isthmus. Even though the gradient of the road only went up to approximately three percent, it would still have been a feat of engineering and brute strength to move seagoing vessels overland in this way. This process appears to have been improved to some extent in the early 4th century BCE, when it seems that a wooden lifting machine was installed that allowed easier placement of ships on the standing wheeled vehicle.

Excavation and restoration works show us the paving was made of limestone blocks with carved grooves at an axial distance of about 1.50m for the guidance of the wooden wheeled vehicle on which the ships were transported. Engraved letters on some of the paving stones belong to the oldest local alphabet and date the works to the beginning of the 6th century BCE.

At each end of the route, the track continues down to a pier and slipway at the water’s edge.

At the western end, a section of an inclined cobbled pier measuring about 10.00 x 8.00m has been excavated.

In summary, it seems a combination of human and animal power plus great technological know-how allowed the Diolkos to function for over 650 years, from around 600 BCE until the middle of the first century CE. A successful project by any measure!

It also seems the Diolkos served a very similar purpose to the early wagonways and railways developed in England and Europe in the 16th century CE – the efficient movement of goods. This aspect is discussed in The First Railway Projects, you can download this paper and others on early transport projects from: https://mosaicprojects.com.au/PMKI-ZSY-005.php#Process2

But there’s more

The use of groves carved (or worn) into rock to help guide wagons seems to be much older than the Diolkos.

The starting point of this development was wooden sledges that are known to have been used by communities living by hunting and fishing in northern Europe, on the fringes of the Arctic during the late Mesolithic Period from 7000 BCE or earlier.

During the Neolithic, the domestication of cattle, and more particularly the discovery that a castrated bull becomes the docile but very powerful ox, meant that humans could transport heavier loads. This is done at first on larger sledges, which slither adequately over the dry grass of the steppes of southern Russia and on the parched earth of Mesopotamia. In both regions ox-drawn sledges are in use by the 4th millennium BCE. Then from around 3000 BCE the development of wheeled wagons seems to have occurred and spread quickly (or wheeled wagons were developed in multiple locations). These vehicles were 4-wheeled and pulled by people or animals, the image is a depiction of an onager-drawn wagon on the Sumerian “War” panel of the Standard of Ur (c. 2500 BCE).

These early wagons had fixed axles steering was achieved by physical force applied to the side of the wagon (2-wheeled carts and chariots were developed quite a bit later and were linked to the domestication of the horse). As the use of heavy wagons became more commonplace, it seems that where a relatively soft, flat bedrock was close to the surface, wheel ruts started to be worn into the surface, and people found the ruts made guiding their cart easier, the wheels just followed in the groves. From this starting point, it does not need a huge leap of imagination for someone to realize that by carving a starting point into the rock, subsequent use would develop deeper grooves though wear, making the job of guiding a cart progressively easier. This type of ‘cart rut’, can be found in Malta, Greece, Italy, Sicily, Sardinia, Switzerland, Spain, Cyrenaica, Portugal, Azerbaijan and France.

As with most examples, the age and purpose of the Maltese tracks is uncertain with estimates of their origins ranging from c.700 BCE, but with several examples pointing to a Temple Period date c. 3800-2500 BCE. The underlying rock in Malta is weak and when it’s wet it loses about 80 percent of its strength so whether these tracks were carved, or worn into the bedrock, or started by carving then worn deeper, is open to question.

Misrah Ghar il-Kbir (Clapham Junction) – Malta.

These earlier examples suggests the convenience of having guides to help keep carts on the desired track would have been well understood by the time the Diolkos was built. The builders of the Diolkos simply expanded on the concept by making their own ‘bedrock’ by laying paving stones.

The use of fixed (non-steering) axles continues through to the present time. The mine carts of the 13th century, the ‘chaldrons’ used on the NE England wagonways in the 18th century to move coal to the wharfs, through to modern railway freight cars all use fixed axles guided by groves or rails. For more on the history of railways see the papers at: https://mosaicprojects.com.au/PMKI-ZSY-005.php#Process2.

The use of a steerable front axle on wagons is a much later development, dependent on the availability of iron to efficiently manage the high loads at the pivot pin. This was achieved in about 500 B.C. (although some commentators put the date as early as 1500 B.C.) with the production of an axle capable of swiveling about a vertical axis. Such vehicles can be readily detected in accurate drawings because the front wheels had to be small enough in diameter to pass under the floor of the vehicle. The technology did not spread rapidly. There were only a few steerable wagons in fourteenth-century England, and they were not widespread until the seventeenth century.

Are Sponsors over worked and under effective?

Sleepy-Sponsor1The Institute of Project Management (Ireland) has published a  survey is based on self-reported information from their courses based on nine major position descriptions/levels comparing the expected number of hours to be worked based on the terms of employment and the actual number of hours typically worked by the attendees. The averaged data from senior management positions is worrying:

  • Director of PMO; expected: 39.0 Hrs, actual: 60.0 Hrs
  • Portfolio Manager; expected: 37.0 Hrs, actual: 50.0 Hrs
  • Project Manager (Senior); expected: 37.9 Hrs, actual: 50.3 Hrs.

Combine these findings with data from PMI on the hours worked by Sponsors (download the PMI report on‘Executive Sponsor Engagement’ ) with many reporting working weeks of 50 to 60 hours on their ‘day job’ before taking on the additional responsibilities of sponsoring a project or a program; and, that effective sponsors report that typically they are working on three projects at a time, spending an average of 13 hours per week on each, the problem of over extension of key executives becomes obvious.

Combine these findings with the demonstrated correlation between effective sponsorship and achieving project success, the overextension of senior managers has serious consequences:

  • Sponsors have inadequate time to understand the project’s requirements and support the project manager leading to an increased probability of failure;
  • Tired managers make poor decisions, and tiredness affects ethical standards (see: Tired workers lose their ethics);
  • There is frequently not enough time to train the sponsor in his/her role further reducing their effectiveness; and
  • These pressures often lead to a lack of continuity in the sponsorship role, which is another identified source of project failure.

The evidence is clear, organisations that fail to effectively sponsor their projects and programs are making an overt commitment to wasting the organisation’s time, money and resources – there is an 80% greater probability of failure and no amount of effort at the ‘project management’ level can overcome executive management failures.

Sleepy-Sponsor2One simple way to stop the waste is for an organisation to defer any project where it is unable to find a committed, trained sponsor, with adequate time, energy and skills to properly fulfil their role. No sponsor – no project! (See more on the role of a sponsor)  This may sound extreme, but if the executive management team do not see the project as being sufficiently important to the organisation they manage, to reorganise the disposition of executive resources to properly support the work, then the project is probably not that important anyway. The organisation will be better off not spending the money and wasting its resources.

The governance challenge is creating a management culture that on one hand, actively encourages the deferment of projects that are inadequately supported (eg, don’t have a sponsor); and on the other actively encourages the development of the organisation’s capability to excel at the ‘the management of projects’ (see more on the strategic management of projects).

Sleepy-Sponsor3Creating this culture is a critical governance issue (see more on the governance of project management).  If an organisation cannot implement projects and programs efficiently, it cannot adapt and change to meet the challenges of a rapidly changing world which will inevitably lead to the organisation becoming obsolete. However, achieving the necessary changes won’t happen if the executive team are already overextended – the situation highlighted in both of the reports referenced in this post! Building the organisational capability to efficiently its projects and programs is itself a major change initiative that needs resourcing and sponsoring at the highest levels.

Advising Upwards for Effect

The only purpose of undertaking a project or program is to have the deliverables it creates used by the organisation (or customer) to create value! Certainly value can be measured in many different ways, improved quality or safety, reduced effort or errors, increased profits or achieving regulatory compliance; the measure is not important, what matters is the work of the project is intended to create value. But this value will only be realised if the new process or artefact ‘delivered’ by the project is actually used by the organisation to achieve the intended improvements.

The organisation’s executive has a central role in this process. There is a direct link between the organisation’s decision to make an investment in a selected project and the need for the organisation to change so it can make effective use of the deliverables to generate the intended benefits and create a valuable return on its investment. The work of the project is a key link in the middle of this value creation chain, but the strength of the whole chain is measured by its weakest link – a failure at any stage will result in lost value.

In a perfect world, the degree of understanding, knowledge and commitment to the change would increase the higher up the organisational ladder you go. In reality, much of the in-depth knowledge and commitment is embedded in the project team; and the challenge is moving this knowledge out into the other areas of the business so that the whole ‘value chain’ can work effectively (see more on linking innovation to value).

To achieve this, the project team need to be able to effectively ‘advise upwards’ so their executive managers understand the potential value that can be generated from the initiative and work to ensure the organisation makes effective use of the project’s deliverables. The art of advising upwards effectively is the focus of my book ‘Advising Upwards’.

An effective Sponsor is a major asset in achieving these objectives, providing a direct link between the executive and the project or program. Working from the top down, an effective sponsor can ensure the project team fully understand the business objectives their project has been created to help achieve and will work with the team to ensure the project fulfils its Charter to maximise the opportunity for the organisation to create value.

Working from the bottom up, new insights, learning and experience from the ‘coal face’ need to be communicated back to the executive so that the overall organisational objectives can be managed based on the actual situation encountered within the work of the project.

The critical importance of the role of the sponsor has been reinforced by numerous studies, including the PMI 2012 Pulse of the Profession report. According to this report, 75% of high performance organizations have active sponsors on 80% of more of their projects (for more on the value of sponsorship see: Project Sponsorship).

If you project has an effective sponsor, make full use of the support. The challenge facing the rest of us is persuading less effective sponsors to improve their level of support; you cannot fire your manager! The solution is to work with other project managers and teams within your organisation to create a conversation about value. This is a very different proposition to being simply ‘on-time, on-scope and on-budget’; it’s about the ultimate value to the organisation created by using the outputs from its projects and programs. The key phrase is “How we can help make our organisation better!”

To influence executives within this conversation, the right sort of evidence is important; benchmarking your organisation against its competitors is a good start, as is understanding what ‘high performance’ organisations do. PMI’s Pulse of the Profession is freely available and a great start as an authoritative reference.

The other key aspect of advising upwards is linking the information you bring into the conversation with the needs of the organisation and showing your organisation’s executive how this can provide direct benefits to them as well as the organisation.

In this respect the current tight economic conditions in most of the world are an advantage, organisations need to do more with less to stay competitive (or effective in the public service). Developing the skills of project sponsors so that they actively assist their projects to be more successful is one proven way to achieve a significant improvement with minimal cost – in fact, if projects are supported more effectively there may well be cost savings and increased value at the same time! And what’s in it for us as project managers? The answer is we have a much improved working environment – everyone wins!!

Project and Program Sponsorship

Effective sponsorship is a key element in the successful delivery of projects and programs; the way a sponsor interacts with the project and other managers can create or destroy value. The Mosaic White Paper Project Sponsorship describes the role of the sponsor as the link between corporate direction and accountability and the management of programs and projects. The sponsor transmits management information and decisions downwards to the project and represents the project in senior management circles, communicating important information upwards.

The organisation appoints the project sponsor who will normally be a senior manager with a relevant area of responsibility that will be affected by the outcome of the project and should be involved with a project or program for far longer than the appointed managers.

Improving project and program sponsorship will directly contribute to improved outcomes for the organisation. Surveys have consistently shown a strong positive correlation between the effectiveness of sponsors and the success of projects and programs. However, sponsorship does not exist in a vacuum, the organisation needs to ensure that their sponsors have appropriate support in terms of training, clear authority, access to decision makers and adequate resources. Success is created by the partnering of the sponsors senior management skills with the project manager’s technical knowhow.

This is the focus of an executive half day workshop we are developing for release in early 2011. For more information see: http://www.mosaicprojects.com.au/Training-Sponsor.html