LIVE PAGE: UPDATED 30/12/23

Scoring matrix that produces a percentage ratio on BSM/M&E PM ability / actual level of services management deliverables / capability, this serves in interviewing candidates, and provide a concise list on missing scoring criteria thereby default producing what training, improvements is/are required to improve the technical scoring/ability of the candidate.

DECEMBER 2023 - UPDATE:

This has now being remodelled to score/display the differences between the 1%er, Senior BSM, BSM and M&E coordinator (M&E Co-Ord. = a new mid-way position/target between "Assistant" and "BSM") all in one, on a single scored matrix, but with a score-range for each title in each row, and then use the overall score to arrive to a standard, which should finally display the differences in a fair, clear and concise process - but based on IBSM's/Keevan's opinion, the marker can adapt, let’s not forget that this is a benchmark on actual managers, but some companies with champagne taste, yet Coca-Cola money, will want someone as a senior but be paying assistant money so then it'll all be no use in those situations/positions - This is premiere league Tier 1 management.

If it is used or not/dismissed, isn't as important as the reason why someone with any title, cannot score well in it in the event it was ever used! - that’s what a BSM should be answering, not argue the content, or the use of it, or even a similar/adapted version!.

Whilst also noting its purpose is not to place pressure or a spotlight on/over managers nor for point-out skill shortages in them, but purely to aid people in items/matters they can improve and investigate their time in, thereby moving forward.

"Therefore, working towards becoming a well-rounded cradle-to-grave manager, and in turn one of the 1%, if the entire industry score 1% then that would be fantastic, and was indeed the desired reason it was created in the first place. When/If that time comes, it will/would be great for everyone and how much easier it will be to resource projects, and quality management systems will exist everywhere, and be fluid throughout all projects." (Ketley)

Below is the now revised (WIP) weighted scoring schedule... So "YES" Keevan has indeed demonstrated an "on-paper" score-weighted method to the 1% term, with even an added 500 bonus points also in-use/available to aid those who may mark just under a title, but demonstrate the dedication to improve, as the love of physics and the desire to improve coupled with the ability to help others is included!.

Shown as "Preliminary/Content being proofed/re-run" whilst some amendments made, time driven due to xmas apporaching, will be opened up soon - time dependant (aiming over xmas break 2023)...

To define the term if an IBSM manager, keep in mind, no one can know everything, no matter how hard they work at it, but an;

"Intellectual" is unafraid of not knowing something, and constantly willing to learn new things, and to master already known subjects. (IBSM)

"Intelligent" is the capacity for abstract thought, understanding, communication, reasoning and learning.

"Genius" is an individual who displays exceptional intellectual or creative power.

"Talented" refers to having special aptitude or natural ability.

Video coming soon, explaining what they both should be able to do, and for one another.

In the meantime, let’s be clear, a BSM should always be capable of carrying out the M&E PM role, and/or to mentor the M&E PM if/when required.

For example, if the M&E subcontract company ceased trading during a project could the/your/you as the BSM, take the M&E trades packages over, and manage the project to completion, the answer should always be "YES", but the question to you? "is that the case/your answer?"...

Whilst noting on the flip-side to that coin, the M&E PM will have to learn a few new things to be the BSM, yet M&E PM's make better BSM's than those that come from commercial or design backgrounds, more so if they started off on the tools, as they have come full-circle. Remember it all boils down, to the trades on the ground, the trades make the job, and it is how well they are managed/guided.

"Entire history books exist proving beyond any doubt, that "all" the greatest leaders of all time", were on the ground with their men, or at the very least once started there themselves, and worked from the ground up, not sat on laptops, calculators and phones, thinking they are the "Wolf of Wall Street" - no matter how many managers you have, the job will always boil down to the man with his tool bag making the job a success the trick is to assist them in doing their job to meet the program, then everyone sat on their laptops can take the praise - nowadays managers mainly monitor and report against jobs opposed to actually lead them and thats the difference!!"...  (Ketley)

The influx of endless, and indeed needless added overhead losses, are still steadily increasing year-on-year, sat in boardrooms/warm offices in catatonic states, which would be much better spent at ground level on sites enabling better practises, procedures and all-round site snergy, where the actual product is built, and the very thing needed to keep the lights on, and those salaries paid!. 

Back to BSM Vs. M&E PM - The M&E PM will always struggle, if they are used to being given pre-packaged projects, and micro-managed by their office (very common nowadays), and if tested would end up being graded more inline, as either mechanical or electrical bias non-working foreman, therefore just given a "higher-titles" for the prelims (when all the client is paying for is a foreman, not a project manager), that again is same and goes for BSM's, otherwise known as "punchbags", or "resource"...

So both can, and should be able to do one another's role, if they are any good at their jobs, c/w ability to learn and adapt (hence the need for better mentoring) - very simple !!!.

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