Execution and Control

Transcription

1 Project Lifecycle Proposal and Initiation Design and Appraisal Execution and Control Finalisation & Follow-up Operation Project Excellence Operational Excellence

2 PLAN Inputs Process Outputs Feedback & correct Measure ACT DO Set point (Metrics) Compare & decide CHECK

3 Research Project Lifecycle Proposal and Initiation Design and Appraisal Execution and Control Finalisation and Follow-up Chapter 1: Introduction Chapter 2: Literature Review Chapter 4: Fieldwork Survey Findings and Causal Modelling Chapter 6: Discussion of Results Chapter 3: Methodology and Research Design Chapter 5: Case Study Research Chapter 7: Conclusions and Recommend -ations

4 Product Existing Product New Product Existing Market Market penetration New product development New Market Market development Diversification Operations Management Entrepreneurial Management/Project Management

5 and Performance Management Supply Management Building and Installation Hand-over and Closure Project Delivery Chain SUPPLIER Regular Reviews CUSTOMER Project Planning Chain Procurement and Supplier Focus Resource and time Management Customer Focus and Stakeholders Systems and procedures Ron Basu PROJECT SUPPLY CHAIN BUILDING BLOCKS

6 Stakeholder Map - Power + Keep informed Key Player + (Task team) (Project team) Minimal Effort (Other employees) Keep Satisfied (Steering team) -

7 Project Definition Project Organisation Project Implementation Project Closure Proposal and Initiation Design and Appraisal Execution and Control Finalisation and Follow-up Based on: Turner (1999)

8 Project Life Cycle PRINCE 2 DP Directing a project SU Starting a project IP Initiating a project CS Controlling a stage SB Managing Stage boundaries CP Closing a project MP Managing Product delivery PL Planning Proposal and Initiation Design and Appraisal Execution and Control Project Closure Based on: PRINCE2 (2002)

9 Design Specifications Conformity Process PROJECT QUALITY Organisation Sustainable Culture

10 INFORMATION QUALITY INFORMATION TO USE USE SYSTEM QUALITY NET BENEFITS USER SPECIFICATION SERVICE QUALITY

11 Management Systems and Procedures OE Concepts and applications Audit, Compliance and Measures Project Project Excellence Organisation Effectiveness Self Assessment and Knowledge Management

12 From customer Customer s quality expectations Acceptance criteria Project response planning Project & product description management strategy Product description components criteria & tolerances methods register responsibilities Product & approval records control Acceptance records

13 Planning Process Group Executing Process Group Monitoring Process Group Plan Perform Assurance Perform Control

14 Goals and Methods Matrix Goals well defined Methods well defined No Type 2 Projects Product Development Type 1 Projects Type 4 Projects Research & Development Type 3 Projects Yes Engineering Systems development Yes No Source:Turner & Cochrane (1993)

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16 Goals well defined Goals relate to Product No Methods relate to Process Yes 1 4 Yes No Organisation well defined Organisation relates to Organisation Yes No Methods well defined

17 ENABLERS People (9%) People Results (9%) RESULTS Leadership Policy & Strategy Processes (10%) (14%) (8%) Customer Results (20%) Key Performance Indicators (15%) Partnerships & Resources (9%) Society Results (6%) INNOVATION & LEARNING

18 Mergers, etc 15% Supplier management Project management Visioning 37% 37% 45% Strategy formulation 66% Self-Assessment 80% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 18

19 PROJECT MANAGEMENT PROJECT RESULTS Project Objectives (14%) Leadership (8%) Customer Results People Processes People Results (7%) (14%) (18%) (8%) Key Performance and Project Results (18%) Resources (7%) Other Parties Results (6%) INNOVATION & LEARNING

20 Project Life Cycle Define Organise Implement Closure DMAIC Define Measure Analyse Improve Control

21 Management System Planning Assurance Control Improvement

22 Statement of Requirements Execution plan for Design, Manufacture and Assembly Supplier Plan Drawings & Specifications Strategy for Certification of Work Inspection and Test Plan Inspection and Test Records T5 Assurance Records Certificate of Confidence

23 Process Compliance Supplier Assessment T5 AUDITS Product Compliance Failure Investigation

24 Commercial Contracts Requires additional budget Level 3 Engagement QMT resources deployed full time Level 2 engagement activities Business Risk Decide Level of Engagement Top 30 Projects Level 2 Engagement Assurance of safety Critical Assets Procedure KPI Reporting Engineering Criticality Assessment Results Management Executive Risk focused audit quality standards Gateway Decisions or Readiness for key construction events Supplier Performance Data All other Projects (circa 300) Level 1 Engagement Assurance of safety Critical Assets Procedure Statistical audit sample of product/ process compliance

25 5 KEY PERFORMANCE INDICATORS (KPIs) 10 KEY MEASURES 37 PERFORMANCE DATA

26 Programme Management Profile Inspection & Test plans Agreed 99% 100% Maintenance Workplans Accepted 90% 80% Supervisors RFT Trained 100% 70% 60% 99% 50% O & M Manuals Accepted 40% 30% Samples/Benchmarks Agreed 66% 20% 10% 99% 0% Handovers accepted 100% Team Certificates of Compliance Issued 99% NCR's Closed Inspections Meeeting Benchmark & Standards 86% 87% Checks Showing Work is Protected 92%

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28 Benchmarks Agreed NB: T5 KPIs are shown in bold italics To succeed financially, how should we appear to our shareholders? FINANCIAL Objectives Measures Targets Initiatives CUSTOMER To achieve Objectives Measures Targets Initiatives our vision, how should we appear to our customers? Vision and Strategy INTERNAL BUSINESS PROCESS To satisfy our shareholders Objectives Measures Targets Initiatives and customers, what business process must we excel at? Handover Agreed & Work Complete To achieve our vision, how will we sustain our ability to change and improve? LEARNING AND GROWTH Objectives Measures Targets Initiatives Verifications Planned & Work Supervised Inspected & Protected Compliance Assured Figure 5 :Aspects of Balanced Scorecard

29 Client (BA) Integration Director T5 Project Director (BAA) Technical Leadership Delivery Project Groups (4) Committee Head of Buildings Projects Rail & Tunnel Projects Systems Projects Infrastructure Projects Audit Schedule Manager Coordination Manager Project Teams QA/QC Resources Supply Chain Organisations QA/QC Resources Delivered (products & services)

30 1. Stakeholders Engagement for Commitment 2. Create a Culture That values 3. Integrated Communications Campaign 4. Implement Best Practice

31 HSE Strategies UR Execution Strategy Development Agreement UR Procedures RLE Plan RLE Procedures Contractor Plan HSE Strategy Control Procedures Vendor Assessment Inspection and Test Plans

32 Plan 12 month audit programme Monthly Audit Co-ordination Meeting Issue Audit Execution Briefs Execute Audits Prepare CARs and Audit Reports Undertake corrective and preventive actions Verify, sign off and close Yes Are actions on CAR completed? No

33 London Continental Railways London Continental Stations & Property Union Railways Eurostar (UK) Ltd Rail Link Engineering Contractors

34 Managing Director UR Client Legal Human Resources Commercial Client Managers Operations & Safety & Environment RLE Project Manager Legal Human Resources Commercial Project Contact Managers Health & Safety & Technical Project Director

35 Management Systems and Procedures Audit and Compliance Self Assessment and Knowledge Management Performance Management T5 Project HS1 Project Operational Excellence Concepts Organisational Effectiveness

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37 Project Board Objectives Allocate budget and set up Org Client Team processes Develop Plan Set up KPIs Provide induction And review supplier readiness Establish audit programme Forum, Six Sigma and Continuous learning Periodic self assessment Supplie processes Monthly KPI Reports Client s Requirements Ready to start report Audit reports Corrective Action Requests Supplier Self Certification Based on BAA Systems (Courtesy: Chris Little)

38 ACT 7. Establish Regular Self-assessment CHECK 6. Perform Audits 5. Consider Operational Excellence Concepts DO 4. Manage Regular Forums 3. Ensure the Induction of the Management Plan 2. Establish Project Success Criteria and Key Performance Indicators PLAN 1 Develop a Management Organisation and Plan. Ron Basu