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.

Miriam Sultana

Head of Economics Advisory, PKF Malta

Venture Capital – Not Just A Cinderella Story For Start-Ups

March 2018

The concept of venture capital has proven to be one of the most successful financing concepts in the United States, much to the envy of the rest of the world.

Daniel Bugeja

Business Doctor

The Importance of Good Succession Planning for Business Survival

March 2018

How dependent on you is your business? Would it operate as efficiently without your constant presence?

Rebecca Agius

Business Analyst, BEAT

Getting things done, the best way possible

February 2018

An organisation is built on the three pillars of people, technology and process.

Daniel Bugeja

Business Doctor

Three Key Factors To Successful Strategic Planning

February 2018

Strategic planning is an essential dogma for successful businesses. However, simply creating a great plan does not mean that it will be a lucrative one, especially when it comes to putting it into action.

Daniel Debono

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

Putting Education Back On The EU's Agenda

February 2018

The European Commission has published a new education package comprising of three proposals that seek to improve European citizens’ skills.

George Mangion

Senior Partner, PKF Malta

PKF Invites Members To Visit The CIC Thought Leadership Centre In Rotterdam

February 2018

PKF has the pleasure and privilege of inviting interested persons to visit the Cambridge Innovation Center (CIC) Thought Leadership centre in Rotterdam, the Netherlands.