1999: Graeme Stuart is project manager for BP Amoco on a £130M petrochemical plant based in France. He won last year's award for his work constructing BP Amoco's marine vapour recovery project in Scotland. With a management team consisting of just two full time and one half time person, he managed to shave £5M off the £60M project which was also delivered on time. His advice for avoiding disruption in construction is 'talk early, negotiate early and set strategies early'.
1998: Chris Marshall is director at Symonds Group. Marshall won the award for his work on the 0resund Tunnel design where his management skills allowed him to recognise and seize 'a powerful opportunity to both reduce construction costs and improve quality'. Marshall explained: 'I'm a bit of a nutter for innovation. I just believe that there's always a better way of doing something.'
1997: Stephen Tarr is project director for Balfour Beatty Major Projects. Tarr managed the M25 widening between junctions 8 and 10 and completed the job 20 weeks ahead of programme by improving teamwork and communication across the project. Delegation was vital, explained Tarr: 'If I stepped in as soon as there was a crisis, I would have undermined the sort of philosophy I was trying to create.'
1996: Paul Sheffield, a director at Kier Construction, managed the design and construction of a sea water intake system on a power and desalination plant in Saudi Arabia. Getting the right team together and giving individuals 'head-room' was the key to successful management on the project, he said. 'People need to know that if they have a problem they can come and talk about it.'
1995: Stephen Brundle, who is project management director at Scott Wilson, project managed the design and construction of the second runway at Manchester Airport. He took it from early design and through public inquiry to finish the project on time and within budget. Producing results from his team in a short timescale challenged his management skills. 'If people know what is expected of them and where they fit into the scheme, they are easier to motivate,' he explained.
1994: David Arden, a consultant to small island governments, won the first award while working for the Government of Bermuda on the Tynes Bay waste treatment facility. His management expertise overcame substantial environmental, political and labour relations problems to bring the project in on time and to budget.