Social Housing and Tenant Participation 1950s
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Introduction
This report covers an overview of project management and introduces the ways it can be used to minimise failure in a project. It covers and presents management in its holistic sense, giving an overview of project methodology. [vi] It also covers problems faced by engineers while designing.
In deciding how to use the resources available to us, Project management must sometimes make decisions which could change all our lives. For example, we must choose between the conservation of space and the need for more homes, factories and roads. Project Management has the power to make or destroy our futures, because the results of a mistake when tackling engineering projects of this size could be catastrophic. The chances of a mistake increases when there is lack of proper management strategic planning and when engineers are working at the limits of their knowledge and experience.
It has been argued (1920 – 1960s the new tower blocks and maisonettes built proved unpopular) that tenant dissatisfaction began to increase. [i] For example, a decision was taken in the 1950s to re-house thousands of people in high rise blocks of flats in order to save land, which could then be used to provide more open spaces, or to prevent towns getting ever larger. People were less likely to live if they disliked the houses combination. By the late 1950s and early 1960s, the Conservative government was pressing local authorities to increase the pace of slum clearance. This has proved to be a disastrous mistake in many places. Not only were the buildings more difficult and more expensive to build than expected, but they often failed to provide the good low- cost housing which was needed and were unpopular with those forced to live in them.
The living conditions they created have been blamed for large increase in social problems such as vandalism, violence, loneliness, stress and mental illness. Now, many people are no longer prepared to live in them. Also running repairs to high- rise buildings have proved to be very expensive. As a result, it is at last been admitted that the policy was wrong, and in some cases building only a few years old being demolished to make way for new types of housing. The Social housing problem was preceded by a series of controversial incidents, many of which could have contributed to the causes of this disaster, some of which I am going to examine below.
The First controversial decision to make an argument about how project management can be used to decrease the failure rate of re- housing comes under: Project objectives (the context), this should be expanded to ensure that all possible sources of information and all parts of the problem have been identified. There was a lack of tenant consultation and participation. The best way to avoid such mistake in the future is to encourage