Where’s GOLF going?
Golf course project manager BRIAN D PIERSON says that the golf course industry is under threat from modern technology
construction of over six hundred new courses. The industry responded and the result was an enormous increase in the number of new courses constructed. Unfortunately, many were poorly designed and built in the wrong place at the wrong price. The boom has abated but golf remains popular and, with nearly three thousand courses in Great Britain, today’s golfer has every opportunity to play. The golf industry is now
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facing an even greater challenge. Modern technology has resulted in vastly improved clubs and balls, enabling the average retired golfer to hit the ball as far today as they could in there twenties, with scratch and low handicap players tending to make a mockery of the
n the 1980’s the R & A produced the way forward recommending the
courses as they stand, and presenting clubs with a problem. The solution is to improve
our courses, with new tees, repositioned bunkers and tighter greens. If clubs are to keep pace
with the desires and abilities of their members and visitors then action is needed and, whilst changes and improvements are relatively easy to decide, it is the implementation of these improvements that present the challenge. The green keeping team on
almost all courses are working to capacity and generally have neither the equipment nor the time to implement the work. There are of course several
options, including doing the work in-h
house, but I am
convinced the most cost effective method is the employment of an experienced project manager.
There again, I would say
that, wouldn’t I? My reasoning? After nearly 40 years in course construction I have too often seen the results of well meaning amateurs trying to save money for their clubs and, at the end of the day, producing a poor result costing more than a ‘professional job’. Project managers work to
the advantage of all parties i.e. the club committee, the greenkeepers and the appointed contractors. How can that be? Well, let
me explain the principle:- The club decided on the
alterations that have been agreed in committee and call in a project manager experienced in golf course construction. They then form a team and agree a programme of works. The club committee, greenkeepers and project manager are the team, speaking with one voice and
have an agreed agenda, plans and an agreed programme of works. The project manager
provides an accurate estimate of costs; the works are scheduled to fit the clubs budget and can be phased if necessary over several years. The next step is to source
the ‘men for the job’. Again, a job for the project manager. The golf course construction industry is well served by an experienced workforce who naturally work at their best and most cost effective when given clear and accurate information and instructions. The club’s initial input and
aspirations must be fulfilled but can only be achieved if channelled through one person, and this is where the project manager earns his keep. The alterations must be a
team effort - an us & us scenario; forget them & us, it
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