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This presentation describes how EVPM using Micro Planner X-Pert was introduced into a small construction company by changing the culture of the organisation
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CS-01-Dua
Using Cultural Change to Introduce Earned Value
Performance Management into a SME Rural Construction
Company.
Presenter:Raphael DuaGeneral ManagerMicro Planning International Asia [email protected]
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
3
Cultural Change
• Stage 1 – Culture Assessment• Stage 2 – Culture Gap Analysis• Stage 3 – Changing the Mindset;
Influencing Cultural Change• Stage 4 – Maintaining the New
Culture
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
4
Changing Existing Culture to Desired Project Management
Culture
IdentifyExisting
CorporateCulture
IdentifyExisting
CorporateCulture
DetermineDesiredProject
CorporateCulture
DetermineDesiredProject
CorporateCulture
AssessingThe Corporate
CultureGap
AssessingThe Corporate
CultureGap
PerformanceRewardSystem
RoleModels
ResultsMonitoring
&Fine Tuning
Training,Orientation
& Motivation
CommunicationsSupport
Policies&ProceduresAlignment
Recruitment& Selection
WorkforceReorganisation
ChangingMindsets:
Shaping BeliefsValues
& Attitudes
Internalising&
Sustaining TheNew
Project Management
Culture
Internalising&
Sustaining TheNew
Project Management
Culture
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
5
Stage 2 – Culture Gap Analysis
• Analysing the gaps between the existing corporate culture and the new or changed project management one.
• investigated the people involved, company policies and procedures, the corporate IT strategy, company project structure, the corporate mission and goals.
• Analysing what currently makes the company successful and what hurdles get in the way to prevent it from achieving the defined corporate goals does this.
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
6
Stage 2 – Culture Gap Analysis (2)
• In addition there will be missing links that need to be identified, for example the right resources, the right type of management and leadership style.
• Staff needs to be trained in the new ways of project management and be available in order to achieve the benefits that the new culture will bestow.
• The gap analysis results will provide proper input to develop the change programs necessary to shape, develop and influence the new corporate culture
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
7
Stage 3-Changing the Mindset; Influencing Cultural Change
• The most difficult thing in changing corporate culture is the existing mindsets of the staff and other people involved.
• It is not unusual for a client to stop doing business with a company because of changes that the company has invoked.
• It is essential that all parties are fully involved with the new policies, new ways of doing business and projects that evolve, new working practices and changes to established relationships.
• Strategic alliances are becoming more evident and this will necessitate cultural change in the company.
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
8
Stage 3-Changing the Mindset; Influencing Cultural Change
(2)• There are various ways in which a company
can go about this challenge, but the best we have found is to have “Change Agents”.
• People who make good change agents can be found at all levels of the company and as such they become “role models” for all the other people involved.
• It is their attitudes and regular behaviour implementing the changes in the working environment, which will reflect the desires of the board in making the new culture successful.
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
9
Stage 3-Changing the Mindset; Influencing Cultural Change
(3)• Implementing a new or changed project
corporate culture takes strong management and constant monitoring as well as fine-tuning of the ways and methods.
• A practical way of ensuring the company meets the new goals and operates successfully under the new culture is to reward those individuals or teams who contribute to the success.
• Performance awards, promotions that recognise, encourage and reinforce the practice of the new culture, can achieve this.
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
10
Stage 4 – Maintaining the New Culture
• Staff are clear as to the goals of the company• Staff are involved and that their views are
valued and sort as input to the various decision making processes that abound
• The work environment is a friendly and inviting with staff actively enjoying participation in projects
• Project communication is clear, timely and relevant
• That the projects do get the resources and support that is needed to successfully complete it
• That management recognises staff and respects them for their part in the project
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
11
Who Are We?
• Who we are and what we do?• How did we start to create a
Corporate Project Management Culture?
• Partnership at Work• Aims and Objectives• Developing the workplace
partnership involving all parties• Providing an adequate social
and/or economic return to the workplace?
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
12
What did we do?
• Workplace performance/productivity and the quality of working life for workers
• Establishing the framework for implementing Earned Value Performance Management
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
13
Part of Workshop Tasks
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
14
Partnership at Work
• During the course of establishing a relationship with stakeholders, sub contractors and funding plans of our own (in March 2004) based on worked done in other types of industry, the Department of Industry, Innovation and Regional Development of the Victorian State Government announce a round of funding for a “Partners at Work” initiative. Program aimed at encouraging SME’s to get together in a more structured and inclusive way & developing various key indicators, such as – Cultural Change, – Sustaining Partnership with Key Stakeholders– Consultation, communication and participation– Business literacy and continuous improvement– Innovative approach to diversity at work or
workplace flexibility
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
15
Risk Management
• Identifying and Managing Risk As per AS4360
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
16
Risk ManagementAnalysis and Management of Risks
• Business risks,• Building risks• Safety Hazards• Technical risks,
Design Materials Insufficient detail in specifications
• Reluctance by unions to take part• Schedule risks,• Application and Information Technology
Systems Integration risks,• Sub-contractor and vendor risks,• Implementation risks,• Training risks.
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
17
Risk Analysis
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
18
Getting Going
• Establishing the Project Office• Project Control and Reporting
Process• Project Control and Reporting
Process Summary• Establishing our EVPM System
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
19
Work Breakdown Structure
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
20
The Work Breakdown Structure
Title: E G TA FE A uto TradesTime Now: 2-May-05
EGT +E ast Gippsland TA FE A uto Trades
$2141963.5121-Mar-05 16-Nov-05
EGT1P reliminaries
$142265.9121-Mar-05 15-Nov-05
EGT2 +P rime Cost Items
$17203.632-Nov-05 16-Nov-05
EGT3 +P rovisional S ums
$49999.9929-Mar-05 16-Nov-05
EGT4 +E quine Centre
$67404.002-May-05 6-Jun-05
EGT41Relocate S hed
EGT42Relocate S table
EGT43New W ater
$12120.0031-May-05 6-Jun-05
EGT44New E lectricity
$55284.002-May-05 6-May-05
EGT5 +Trade Centre
$1865089.9821-Mar-05 16-Nov-05
EGT51S ite W orks
$14780.0021-Mar-05 8-A pr-05
EGT52 +S tructure
$602204.3626-A pr-05 8-Nov-05
EGT53 +Rough In (40% )
$656277.7922-A pr-05 30-A ug-05
EGT54 +Fit Off (60% )
$591827.8326-A pr-05 16-Nov-05
EGT541E lectrical Fit Off
$76954.202-Nov-05 16-Nov-05
EGT542Mechanical Fit Off
$30000.002-Nov-05 16-Nov-05
EGT543Hydraulics Fit Off
$33687.002-Nov-05 16-Nov-05
EGT544Timberworks Fit Off
EGT545Metalwork Fit Off
EGT546W indows Fit Off
EGT547Doors Fit Off
$107405.2715-S ep-05 8-Nov-05
EGT548Linings
$100735.8831-A ug-05 13-Oct-05
EGT549Joinery
$32116.122-Nov-05 16-Nov-05
EGT54AP aint
$76445.4523-A ug-05 5-Oct-05
EGT54BFloor Coverings
$800.003-Nov-05 3-Nov-05
EGT54D +E xternal W orks
$133683.9126-A pr-05 29-A ug-05
EGT54D1Fencing
$6154.972-May-05 31-May-05
EGT54D2E quine Centre Fence
$24619.8526-A pr-05 3-May-05
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
21
Outline GanttTitle: EG TAFE Auto TradesTime Now: 2-May-05
1-Mar-05 1-Jun-05 1-Sep-05 1-Dec-05
EGT East Gippsland TAFE Auto Trades
Automotive Trades Centre Commenced
EGT1 Preliminaries
EGT2 Prime Cost Items
EGT3 Provisional Sums
EGT4 Equine Centre
EGT41 Relocate Shed
EGT42 Relocate Stable
EGT43 New Water
EGT44 New Electricity
EGT5 Trade Centre
EGT51 Site Works
EGT52 Structure
EGT53 Rough In (40%)
EGT54 Fit Off (60%)
EGT541 Electrical Fit Off
EGT542 Mechanical Fit Off
EGT543 Hydraulics Fit Off
EGT544 Timberworks Fit Off
EGT545 Metalwork Fit Off
EGT546 Windows Fit Off
EGT547 Doors Fit Off
EGT548 Linings
EGT549 Joinery
EGT54A Paint
EGT54B Floor Coverings
EGT54D External Works
EGT54D1 Fencing
EGT54D2 Equine Centre Fence
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
22
Critical Path Network
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
23
Baseline Cost Profile
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
24
Trade Break Down
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
25
Total Cost of All Resources
Others (1.1%; $23458.17)
Prelimin's (6.6%; $142265.91)Site Works (0.7%; $14780.00)
Struct Steel (9.2%; $196525.44)
Concrete (8.5%; $181818.18)
PreCastPanel (3.1%; $67272.73)
Timber Works (14.2%; $304900.90)
Joinery (1.5%; $32116.12)Roofing (5.4%; $114645.00)
Windows (3.8%; $80363.64)Metal Works (1.3%; $27111.75)
Doors (0.7%; $15935.00)Int Linings (4.7%; $100735.88)
Painting (3.6%; $76445.45)
Electrical (14.2%; $304520.00)
Mechanical (5.3%; $114545.45)
External Wks (4.8%; $102909.09)
Security Vid (0.6%; $13636.36)
Hydraulics (7.2%; $154351.51)
SunScreen (0.4%; $9090.91)Hardware (1.0%; $21818.18)
Termite K (0.6%; $11943.00)Fencing (1.4%; $30774.82)
Title : Total Cost of All ResourcesTotal : $2141963.48
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
26
Actual Costs to Date
Prelimin's (41.2%; $51927.06)
Site Works (11.7%; $14780.00)Concrete (8.5%; $10695.19)
Hydraulics (19.8%; $25022.00)
Site MGT EGA (2.4%; $3030.30)Signage (0.8%; $990.91)
Fencing (15.6%; $19695.88)
Title : Actual Costs to DateTotal : $126141.34
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
27
Remaining Costs of Resources
Others (1.0%; $19436.96)
Prelimin's (4.5%; $90338.85)
Struct Steel (9.7%; $196525.44)
Concrete (8.5%; $171123.00)
PreCastPanel (3.3%; $67272.73)
Timber Works (15.1%; $304900.90)
Joinery (1.6%; $32116.12)Roofing (5.7%; $114645.00)
Windows (4.0%; $80363.64)Metal Works (1.3%; $27111.75)
Doors (0.8%; $15935.00)Int Linings (5.0%; $100735.88)
Painting (3.8%; $76445.45)
Electrical (15.1%; $304520.00)
Mechanical (5.7%; $114545.45)
External Wks (5.1%; $102909.09)
Security Vid (0.7%; $13636.36)
Hydraulics (6.4%; $129329.51)SunScreen (0.5%; $9090.91)
Hardware (1.1%; $21818.18)Termite K (0.6%; $11943.00)
Fencing (0.5%; $11078.94)
Title : Remaining Costs of ResourcesTotal : $2015822.15
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
28
Cost Status Report
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
29
Resource Histogram
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
30
Management Summary Gantt
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
31
Project Gantt for Site by Stage
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
32
Trade Progress & Updating Report
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
33
Progressed Cost Profile
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
34
Typical Building
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
35
Typical Building
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
36
The Site Shed
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
37
Conclusion
• Questions and Answers
• Visit MPI web site• http://www.decisivetools.com.au
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
38
Raphael M DuaMicro Planning International Asia Pacific
P O Box 7177St Kilda Road
MelbourneVictoria
Australia 8004+61 3 9642 [email protected]