However, it often seems like we address these challenges in one of two ways. We tend to focus on the symptom rather than the ailment, or we just place the whole issue in the 'too hard' basket and revert to the status quo.
All that said, our team at Rubix are optimistic about the future, provided we take an 'all hands on deck' approach from all corners of the industry to advocate for holistic, practical and people-focused solutions.
This means proper coordination and collaboration amongst central and local government, investors, developers, engineers, architects, surveyors and builders.
As project managers, these are the types of stakeholders we collaborate with every day on any given project.
So, what would a project manager focus on to unlock better outcomes for Auckland housing and infrastructure?
1. Let’s take off the blinders
As project managers, we have an obligation to assess the broader impacts of a project outside its four walls, and our industry and planning officials need to do the same.
When developments proceed without a full understanding of long-term impacts, issues such as flooding and extreme traffic congestion arise. This has been evident in areas like Kumeu where planning decisions have historically relied on technical documentation rather than local knowledge.
This requires a smarter approach to comprehensive urban development, including better use of existing infrastructure and investment. Not risking short-term gain for long-term pain.
2. One size doesn’t fit all
As project managers, we don’t treat a small project the same as a large project. Complex and far-reaching projects require more lead time and analysis to develop the best programme plan. Same goes for large-scale developments.
We applaud reforms to cut red tape and streamline consenting and certification, however all development isn’t created equal. For example, large-scale developments are often hindered by the 20-day turnaround time that often relies on best-case technical assessments from developers and consultants, sometimes at the expense of long-term project outcomes.
3. Challenge ourselves to better, smarter, faster
As project managers, we rely on our agility, grit and curiosity to stay on track and deliver outcomes with a sense of urgency and without artificial distraction. Government and industry need to do the same.
Although our ‘number 8 wire’ spirit is something to be extremely proud of, it’s important we also not ignore solutions staring us in the face. If Australia uses a building product, or another country uses a technique or technology to work more efficiently, we should make it easier to adopt international best practice. We tend to make things harder for ourselves and manage by process and box ticking. We should focus on limiting risk and maximising innovation.
4. Expand the concept of ‘renewables’
As project managers, we’re focused on positive sustainable outcomes that make the most of existing assets to unlock new possibilities.
Weather-tightness and building refurbishment projects should be reframed as renewals, reinforcing the positive impact of restoring and enhancing existing structures rather than merely fixing problems. Retrofitting and renewing older buildings such as converting offices into apartments or hotels is generally a sustainable alternative to new builds, reducing waste and extending the life cycle of existing structures.
Most importantly, all of us involved need to communicate, coordinate and keep to programme. We need a project management mentality for Auckland’s future.
At Rubix, our core strength lies in risk-focused project management that enables infrastructure, urban development and housing projects to be strategically planned, efficiently delivered, and built for long-term success. Let’s work better together to unlock more and more opportunities in Auckland.