Peter Zammit

Managing Director, iAS Limited

Peter Zammit is Managing Director at iAS Limited, which has established itself as a leading firm in Design and Project Management through its involvement in major construction projects. He commenced work in 1995 as a graduate architect/engineer after completing his degree at the University of Malta in Architecture and Civil Engineering. Peter attained status as a Chartered Structural Engineer when he became a Member of the Institution of Structural Engineers. He has also obtained a distinction result in an MSc degree in Structural Engineering from the University of Surrey, UK and was also a member on the board of directors of the Malta Environment and Planning Authority where he served two three-year terms as an independent member.

Commitment vs Contractual Obligations

Monday 04th December 2017

Behind any success story is an equally interesting story of commitment by one or more that have chosen to give their utmost, irrespective of what is thrown at them. I would dare say that success without commitment is very rare, if not impossible! This basic concept applies to everything, from the simplest things in life, like sitting an exam, to the most complicated projects that mankind has ever attempted, such as putting a man on the moon.

Within this wide spectrum one also finds construction projects, where, for a defined period of time, a number of people come together to realise a project. At iAS, we do not always sit in the same role within the project team; sometimes we lead the team in a project management role, and sometimes we provide design services only. In both cases, iAS management strongly believes that we should be fully committed to the project, doing what is necessary to get the job done. This effort has over the years become an iAS trademark with clients.

One always has to keep in mind that 'doing what is necessary to get the job done' has to be seen in the context of company values and project contractual obligations. For example, if getting the job done implies ruining an archaeological find of importance, one would have to carefully consider their actions in light of the company's social responsibility value. One also has to compare the action to be taken to the contractual obligations that have been agreed upon with the client. Any project entrusted to the company is generally accompanied by an engagement contract establishing the company's deliverables.

In the majority of cases we simply get down to work, design or management, thinking that we know what we need to do. Experience has shown us that we either end up doing what we are supposed to do and much more, or, worse still, we do what we are not contractually obliged to do and leave a lot out of what we are contractually obliged to do. In both cases, our actions are generally in good faith and in the best interests of the project, as client testimonials clearly depict.

It is however good management practice for both senior management and other professionals working on the project to start with clearly understanding the project deliverables, and how these deliverables are to be attained in the context of the agreement between the company and the client. Only when this is understood can the individual concerned appreciate when they are stepping beyond the agreed contractual obligations and potentially attracting more risk to the company, risk which has not been considered at fee proposal stage.

Such an approach will not eliminate the possibility of any of us being exposed to situations where the needs of the project are not fully in line with our contractual obligations. But at least, we will be in a better position to know when we are stepping out of our contractual bubble, attracting more risks to the company which allows us to raise the alarm with our superiors so that we ensure necessary action, at a higher level, is taken.

Paul Bugeja

CEO of the Malta Tourism Authority

Sustaining the Valletta 2018 effect

December 2017

Now that Valletta 2018 is round the corner, it is satisfying to note that the build-up of marketing towards it has generated a positive effect for the Maltese islands.

Daniel Debono

EU affairs manager, Head of Brussels operations, Malta Business Bureau

2018: A Critical Year For The EU To Deliver

December 2017

When one looks back at President Juncker’s 10 political guidelines that were set at the beginning of his mandate, one concludes that this last Commission programme is a continuation of the work undertaken over the past four years, and aims to complete some of the political projects.

Louis Olivieri

Marketing Specialist

Corporate Anniversaries – More Than A Reason To Party

December 2017

It pays organisations to capitalise on special occasions with elements which contribute to and/or are compatible with the reasons for their existence and growth path.

Daniel Bugeja

Business Doctor

Excelling At The Foundations Of Your Business

December 2017

For a business to be successful, it is crucial for there to be continued incremental improvements in all areas of the business throughout.

David Galea

Chief Executive Officer, BEAT

Meeting The Challenge Of Business Process Digitisation

December 2017

Thanks to digitisation, companies are racing to migrate ‘analog’ approaches to customers, products, services, and operating models to an always-on, real-time, and information-rich marketplace