Why successful project management should be underpinned by aprocess-driven, people-centric philosophy

Gareth Robb, Contracts Director at GVK-Siya Zama Building Contractors in the Western Cape,
has been described by his colleagues as inspiring. This is not only due to his vast knowledge
and skills in project management, but also because of the wisdom he has gained through his
own journey of personal growth, which he has injected into his work and team relationships.
Robb discusses how people and process are central to getting projects to the finish line on time
and within budget.

Effective project management requires structured processes and organisational consistency,
which must be balanced with team members’ need for individuality. Robb argues that
companies often fail when they attempt to make everyone fit into a rigid mould, and stresses the
significance of creating a respectful and caring environment that encourages collaboration.
However, while it is essential for individuals to grow and reach their potential, this growth must
occur within a well-structured framework, especially as organisations become more complex.

“Project management needs to be process-driven, because effective systems enable teams to
achieve remarkable results, even when their skills are still developing,” says Robb.

Ultimately, he asserts that success is attainable through careful organisation and connection
among team members, and by fostering a culture that values humanity and respect while
addressing challenges in a competitive market.

In terms of driving efficiency in project management, Robb clarifies that efficiency is often
misunderstood. He argues that simply being present at a desk does not equate to productivity.
Key to efficiency is understanding and managing processes effectively. This involves careful
planning and minimising waste – both in time and resources, with a ‘next action step
philosophy’, which focuses on identifying actionable steps to keep projects moving forward.

Passionate about people-centricity, Robb raises the concept of ‘compassionate anger’, which he
describes as an occasion when one recognises injustices within a process, especially in project
management, and feels an impassioned need to help those affected by these injustices.

An example of this is when one sees how small and medium enterprises (SMEs) struggle due to
unclear information given to them about a project or their subjection to unfair contracts. He
himself feels motivated to rectify issues to ensure fairness and success for all involved.

Robb shares his experience collaborating with SMEs, particularly on the West Coast and in the
Cape Flats. He emphasises that the success of SMEs relies heavily on the willingness of the
local community to engage in projects, as many have felt marginalised in the economy. Effective
collaboration requires an open-minded approach, recognising that both parties may have
misconceptions about each other's motives.

Engaging SMEs involves a dynamic and flexible approach, particularly with new engineering
contracts (NEC), which differ from traditional contracts by allowing for a shared understanding of
risks. “Over time, our team’s involvement with SMEs has yielded remarkable results and we
have, where possible, managed to considerably exceed SME targets on projects,” says Robb.
“The potential for driving local economic development through engaging with communities is
real and is the key to growth and shared value.”

He emphasises the importance of community engagement and support from clients in aiding the
success of SMEs in construction projects. Successful outcomes depend not only on the efforts
of SMEs but also on clients who are understanding and willing to collaborate.

SMEs face many challenges, including competing against larger companies with more
resources, and even potential violence and gangsterism. “Imparting guidance and crucial
management and administration skills can really benefit SMEs and help encourage their
success,” he adds.

Having recently been promoted to Contracts Director, Robb discusses how his new role at
GVK-Siya Zama aligns with his personal goals and vision for the future. After 10 years of service
to GVK and a total of 25 years in construction, he aims to leverage his experience to enhance
processes and ensure that employees reach their full potential.

“Fortunately, we have a solid company culture and strong values that have remained consistent
even as GVK has grown. This is so important in achieving a process-driven, people-centric
system,” he adds.

“This kind of system contributes to a company’s success on every level. It’s not just about
delivering a successful project; it’s about applying a diligent approach to every challenge,” he
says. Robb’s philosophy of consistently addressing problems through careful problem-solving
and organisation not only leads his team to deliver successfully on projects, but also allows
team members to feel that their contributions are valued.

In his new role, he will focus on implementing and maintaining process-driven structures and
integrating these with the upliftment of people as they grow within the organisation. Already
considered an inspiring leader and visionary, Robb will continue to instil the value of hard work
and thorough preparation, and support the philosophy that success is achieved through
dedication and effort.