|
|
|
|
|
|
|
When the new system was in place, the staff was consulted within preprogrammed continuous improvement meetings, so that their builds could be incorporated within the basic framework. This was a tough time when the whole process could have collapsed. Thorough preparation was necessary. The most significant factor was removal of the functional barons to concentrate on their functional excellence. |
|
|
|
|
|
|
|
|
A number of barriers were faced which had to be overcome, such as |
|
|
|
|
|
|
|
|
fear of failure and having the confidence to win |
|
|
|
|
|
|
|
|
lack of understanding of the new roles and responsibilities and how to act as a team |
|
|
|
|
|
|
|
|
These are predominant people issues so, a dedicated Personnel representative was added to the project management team to facilitate progress in this area. The areas of change affected the whole company, particularly the areas of Project Management, Operations, Engineering, Quality, and Procurement. |
|
|
|
|
|
|
|
|
D.
Critical Success Factors |
|
|
|
|
|
|
|
|
The critical success factors associated with the change were |
|
|
|
|
|
|
|
|
giving the barons something else to do while the project processes were implemented |
|
|
|
|
|
|
|
|
getting control of the work, costs, and future forecasts |
|
|
|
|
|
|
|
|
keeping the revenue stream going, almost irrespective of short-term achievement. |
|
|
|
|
|
|
|
|
The first two were achieved by implementing technical excellence and the project management framework changes detailed below. The last required a significant investment in presentations and openness with the customer about the new processes. The customer's project manager was invited to a number of brainstorming sessions during the development of the processes. Although he had observer status, he quickly became involved with the change and was given actions like everyone else. When it came to the actual change, he was already part of the process, and he has given lots of support to help his colleagues and staff make the leap of faith to a new process. |
|
|
|
|
|
|
|
|
E.
The Work Breakdown Structure |
|
|
|
|
|
|
|
|
Different types of work breakdown structure were examined including combinations of deliverable at the top level and functional at the lower levels. |
|
|
|
|
|