Project Delivery Excellence

Introduction

Following on from the York Project Delivery Excellence stand-down, from which 4 task teams were established (Communications, People, Processes & Structure), each task team went away and began brain storming separately. It was soon realised that there was a great deal of crossover between the task areas, thus prompting a collaborative approach from this point onwards.

In the initial collaborative meeting, each task team shared the ideas already developed and received feedback from the other teams. Following this session it was determined that a standard approach to refining the proposals was the most effective way forwards. Over a number of sessions ofrefining and sharing ideas we can now present a number of select proposals from the various task areas.

Project Delivery Excellence

This presentation details each idea proposed in the agreed standard - the 'common themes model'. This model breaks down each proposal in terms of:

Inputs (what the proposal consists of - i.e. what we will do), the inputs are further broken down by key theme covered (Communication, People, Processes & Structures) demonstrating the commonality between the themes

Outputs (what the perceived benefits will be) the benefits are further broken down by common business key performance indicators.

Project Delivery – Common Themes Model

INPUTS

Task Team Proposals

December 2014

Continuous Improvement Loop

Processes

Team Members:

Alex Bowey

Clare Harrison

Nigel Baskerville

Interactive Process Maps

OUTPUTS

(Benefits)

INPUTS

Processes Theme – Proposed Work-streams

Quality

- Improved project quality

- Increased compliance

People

Mandated compliance

Focus on changing behaviours & attitudes

Promotion of best practice - York aim to be 'Centre of Excellence'

Supported by coaching & overarching how to guide

People

Cost

-Reduce unnecessary man hours

-Reduced Rework

Clearly defined processes, web-based and easy to follow with a suite of supporting templates and guidance notes linked at source (Interactive process maps built in Visio and stored online)

Communication

Increased engagement

Simplicity

Easy to find & follow process

Manage performance

Capability

Structures

- The right thing done the right way: increased client confidence

Manage the inputs

Projects

Making our processes more efficient by applying the LEAN methodology (process mapping work-shops)

Clear accountability identified through RACI for each process – decisions made at correct level

Structure

- Right first time

- Less time wasted

Delivery Time

Team Members:

David Hoyton

Richard Smart

Ryan Gill

Processes

Clear escalation routes, regular, mandated review points, PM standards & health check, scaled decision thresholds, standard RACI (To be discussed with senior leadership as a possibility for implementation to ensure sustainability)

Alignment of existing quality procedures

Standardisation

Remove duplication

ISO90001 adherence

- Lower overhead costs

Revenue (GM)

Team Members:

Richard Williams

Rocco Van-Zyl

Susana Gozalo

Pride

Standard process for meeting room booking to avoid clashes, wasted/unused bookings and to maximise the limited meeting space capacity in the York office

People Theme – Proposed Work-streams

R.A.C.I

OUTPUTS

(Benefits)

INPUTS

Structures Theme – Proposed Work-streams

Quality

(Displaying printed pictures or use a TV monitor/picture frame showing recently completed project, work in progress on site, and include feedback from the client (CSS etc). Advertising Jacobs/office achievements and successes.

Pride

OUTPUTS

(Benefits)

INPUTS

Greater pride and awareness in what Jacobs and the office does. Leading to discussion between all around previous projects.

People

Improved project delivery, due to better engaged and energised staff , who are motivated by past successes to deliver projects that meet/exceeds the client requirements, on time and on budget.

ONE JACOBS

Cost

Ensuring the right person for the right job cuts down on re-work and errors.

Quality

People

Ensure the most suitable person are selected for the job.

Communicating: What Jacobs are capable of? What Jacobs have done? What opportunities are available within Jacobs?

Communication

Manage performance

Capability

Enhanced capability as encouraging better knowledge exchange

Engineering handbook R.A.C.I to be reviewed and adapted for team York delivery, to include task manager role definition.

Cost

Correct person for the job reduces re-work and therefore costs.

Manage the inputs

People Theme

Projects

Encouraging personnel to be positive about working in the York Office through a well-understood mixture of communications, rewards, training and appropriate empowerment. The mood / sentiment of the office could be measured through periodic surveying.

LEAN Processes

Positivity through Leadership

Governance & Assurance

Office Meeting Room Booking Process

Structure

Communication

Understanding what is required of a role.

Manage performance

OUTPUTS

(Benefits)

INPUTS

Delivery Time

Less re-work and correct competencies means faster delivery.

Capability

OUTPUTS

(Benefits)

INPUTS

OUTPUTS

(Benefits)

INPUTS

Monthly email free day to promoting face to face meetings/phone calls rather than an impersonal email.

Manage the inputs

Projects

Improved project delivery, due to better engaged and energised staff , who are motivated by past successes to deliver projects that meet/exceeds the client requirements, on time and on budget.

ONE JACOBS

Quality

- Improved project quality

- Adherence to plan

Quality

- Improved project quality

- Improved decision quality

Quality

- Provide project teams with appropriate environment & equipment for meeting - less coffee shops

Resourcing at correct level: unnecessary resources removed from process

People

Structure

Provide visibility of roles and responsibilities within the project teams.

Processes

- Better behaviours around meeting bookings – consideration of other projects’ needs

People

PM responsible for providing pictures to advertise their projects. Establishment responsible for uploading/printing

Standardisation

Visualisation

People

Revenue (GM)

Right First Time incentivises GM

Delivery Time

Cost

-Reduce unnecessary hours

-Cost of deliverable reduced

Apprenticeship Process

Cost

At NETA maximise learning by providing Apprentice’s with an introduction to the different task areas. Regular communication (informal/formal) leading to a more precise timeline.

Cost

- Promotion of Webex & ensuring meeting rooms have clear purpose reduces wasted time/expenses

- People & deliverable cost reduced

WebEx and video conferencing training to be rolled out to all staff with a quarterly prize for projects with most WebEx meetings held.

Communication

Mandated LL & knowledge capture

Greater efficiency in communication through built-in communication points and mandated comms planning

Manage performance

- Visibility of meeting room calendars

- Minimum narrative provided for bookings with a key contact

- Promotion of Webex as default

Communication

Manage performance

Capability

Visibility of status & forecast

Standard templates

Mandated regular review points

Line of sight and integrated planning

Communication

- Greater engagement

Manage performance

- Project teams have the time and space to communicate and share ideas

Capability

Manage the inputs

Projects

Processes

Capability

Manage the inputs

All projects to consult R.A.C.I prior to commencing.

- Right people making informed decisions

Projects

Revenue (GM)

Should ensure staff are working within their capabilities and competent for the job selected.

Manage the inputs

Structure

Decisions at the right level – speed up the process

Projects

- Space for project team meetings, reinforcing team coherence

- Maximising current available spaces

Structure

- Less time wasted

- Greater adherence to programme

Delivery Time

Structure

Decision ‘thresholds’

Mandated RACI for projects

Standard issue leadership structure

Delivery Time

- Visibility of availability saves time

- Less time wasted searching for meeting space

- Less time wasted travelling to meetings, unproductive hours

- Adherence to plan

Delivery Time

Processes

- Lower overhead costs

Processes

Wastage/repetition removed

Revenue (GM)

- All meetings booked through standard process – fair, traceable, manageable

Revenue (GM)

- Greater margin due to less wasted costs (travel, external meeting rooms etc.)

Processes

PM Standards

Project ‘health checks’

Revenue (GM)

- Close management of costs maximising revenue

Apprenticeship Process

Positivity through Leadership

OUTPUTS

(Benefits)

INPUTS

OUTPUTS

(Benefits)

INPUTS

Webex/Video Conferencing

Email Free Day

Quality

Productivity at NETA increases.More focused towards rail – platform to build on at office.

Quality

Supported by coaching & ‘buddy’ system.

People

Management Team (at all levels) awareness of the communication / motivation / reward balance that is most suited to the Office.

People

Improved project delivery, due to better engaged and energised staff , who are motivated by both past successes and future opportunities to deliver projects that meet/exceeds the client requirements, on time and on budget.

OUTPUTS

(Benefits)

INPUTS

OUTPUTS

(Benefits)

Cost

Less training time needed – Better use of first year may result in more confidence and less training thereafter.

INPUTS

Cost

Smaller carbon footprint.

Quality

Communication

More engagement.Face to Face interaction.Introduction to the office.

Communicating to the Team the information people want to and should know in order to empower them.

Manage performance

Face to face and phone calls = better quality outcomes

Quality

Communication

Manage performance

IMore confidence to engage with people and tasks. Better understanding of Jacobs.

People

Capability

People to be trained on usage of WebEx/Video conferencing software

People

Capability

Monthly email free day to promote more personal face to face meetings and phone calls

Enhanced capability as encouraging better knowledge exchange

Manage the inputs

Projects

Manage the inputs

Projects

Cost

Use of Web EX and video conferencing could greatly reduce costs and carbon footprint

Clear system in place before joining the office – training in place along with introductory projects.

Structure

Cost

Reinforce the idea of management buy-in at all levels – invest in the Task Management junior manager level.

Structure

Text in emails can get confusing and raise costs face to face/phone calls should reduce this

Less time wasted

Delivery Time

WebEx/Video Conference to be used where possible rather than meetings.

Communication

Manage performance

Less impersonal emails more phone calls and/or face to face interactions

Communication

Manage performance

Capability

Project teams will be trained to use the WebEx system and Video conferencing

Improved project delivery, due to better engaged and energised staff , who are motivated by both past successes and future opportunities to deliver projects that meet/exceeds the client requirements, on time and on budget.

Greater Engagement between team members

Capability

Manage the inputs

Projects

Processes

Manage the inputs

Introduction to Jacobs processes before joining fulltime.Improvement based on lessons learnt.

Revenue (GM)

Projects

Processes

Local procedure developed against the objective of “Positivity through Leadership”. Success measured ahead of decision to propose to rest of Rail BU.

Revenue (GM)

Structure

Do you need a meeting flow chart to be created.

A voluntary email free day to promote other forms of contact.

Structure

Less time travelling to and arranging meetings means more time to work on projects

Delivery Time

Reduces time spent going backwards and forwards with emails

Delivery Time

Processes

Savings made on travel costs and time related costs

Carbon tracker to be created tracking the money saved by holding remote meetings.

Revenue (GM)

Processes

Email Free day to be promoted as a monthly event via a calendar event, during “town hall” meetings or via posters.

Revenue (GM)

More effective and quicker communication will incentivise the GM

Communications

Summary

Team Members:

Kelly Weaire

Sarah Cairns

Wayne Hawkins

Office Level Communications

Communications Theme – Proposed Work-streams

OUTPUTS

(Benefits)

INPUTS

Quality

Improved morale and engagement helps drive better quality (see capability below).

(1) Talk more and listen more + (30) Listen to the Engineers + (31) Office KPI / CCS / PRISM Feedback to the team.

(1) Provide training package giving information on the value of listening. Can be taken from previous collaboration workshop presentations.

In addition look at better passage of information back and forth between hierarchy and staff on the front line.

(30) In addition look at better passage of information back and forth between hierarchy and staff on the front line.

(31) In addition look at better passage of information back and forth between hierarchy and staff on the front line.

Behaviours and attitudes supported by guidance, framework, tools and training .

Time management to allow time for communication.

People

Cost

An enthused and efficient team (minimal re-work – see quality above) helps projects keep to budget.

Manage performance

Communication

Talk more and listen to the Engineers more through Town Hall meetings more one2one’s and opportunities to look at what is working, what isn’t working – direction of business and why, whats happening elsewhere in the business and what we are doing to keep up / excel / lead excellence (Office KPI / CCS / PRISM Feedback to the team).

Provide training package giving information on the value of listening. Can be taken from previous collaboration workshop presentations.

In addition look at better passage of information back and forth between hierarchy and staff on the front line. Initiatives that are happening elsewhere in the business that we don’t know about – eg. Manchester careers day.

Capability

Improves awareness and appreciation of OneJacobs. Engages staff, makes them feel part of a bigger team capable of doing great things.

Manage the inputs

Projects

(4) Cross discipline briefings – aid memoires / manuals + (8) Talk across disciplines (16) Share knowledge & experience across disciplines.

(4) Provide presentations from individual disciplines post YTB.

Disciplines have specific Jacobs connect pages as well as the York office page.

(8) Identify positive events, highlight the good, rewards, perhaps a monthly award for particularly outstanding achievements (similar to SORs). This could be a forum for highlighting ‘internal’ Value+, something the client expects but we can recognise through our cross discipline collaboration i.e. an IBJ which is moved by track which would affect the other disciplines was picked up via internal discussions and mitigated.

(16) Include routine lessons identified workshops (quarterly for all projects), allows information to be shared with actions for next meeting. Presentation video footage prepared to relay current projects being worked on, previously worked on and discipline input into the whole. Key info about project, client and team involved – provides a talking point and appreciation of what each role and individual with the office.

Structure

Agenda and efficient use of staff time.

Purpose and meaning,

Visible outcomes – “You said, we did”?

Office Pulse?

An enthused and efficient team (minimal re-work – see quality above) helps projects keep to programme

Delivery Time

Processes

Revenue (GM)

Dissemination of key messages from Senior management and knowledge of what else is happening in the business – OneJacobs – message relayed / enhanced to suit audience.

Use of Jacobs connect page to identify (CONTENTS) all of the initiatives being operated currently, previously and future

Improved revenue is a result of quality, cost and delivery improvements + awareness of our capabilities helps identify additional revenue through adjacencies and paid middle game / additional billable work. Lower staff turn-around.

(2) More team consultation – in house and with HOD + acceptance of role + (34) Discipline specific JC pages following a prescribed but flexible format.

(2) Presentations to include Q&A session in order to pass information back and forth.

(34) Setup and utilise more for disciplines, project teams, office

Following our discussions we identified a number of obstacles that were shared by nearly all of our suggestions, notably:

• Resistance to change
• Changing behaviours/embedded culture
• Lack of resource committed to transforming the business

The key obstacle identified was lack of committed resource. There is currently no full-time resource to support the improvements and sustainability is unlikely with no commitment to change from the business.

We realise that some of our proposals may be more general and address wider issues than is within the scope of our current task, we do think howvever that the principles of these could be applied at a local level and are confident that the success of the initiative in the York office will encourage the wider PU to follow suit.

Each proposal has a separate costing sheet which will be sent separately.

Office Level Communications

Inter-Discipline Level Communications

OUTPUTS

(Benefits)

INPUTS

OUTPUTS

(Benefits)

INPUTS

Quality

Improved morale and engagement helps drive better quality (see capability below).

Quality

1. Sharing knowledge drives better quality – lessons learnt/ Value+

2. Integrated approach may facilitate holistic approach/ solution

Behaviours and attitudes supported by guidance, framework, tools and training .

Time management to allow time for communication.

People

Right person, right job.

RACI shared with whole project team to understand interdependencies throughout delivery

Time management to allow time for communication.

Cost

An enthused and efficient team (minimal re-work – see quality above) helps projects keep to budget.

Cost

1. Reduces re-work.

2. Promotes accountability to deliver to budget and discuss /understand changes requests and overall project implications.

Communication

Manage performance

(2) Provide purpose, guidance, framework, tools and encouragement to discipline leads to schedule fortnightly? meaningful and engaging team discussions. Fosters team building and provides a mechanism for disseminating / filtering down key messages and feedback.

HoDs to standardise across business unit and participate (use Webex where req.).

(34) Ditto to above for discipline specific Jacobs connect page

– Links to other disciplines within same office, links to same discipline JC within business unit, links to same disciplines within OneJacobs ).

(Provide example, map of connections and general guidance on JC on office wall + provide training)?

Note: not all disciplines are same size so likely to require different approach depending on size

Communication

Improve awareness , open discussion through presentations by discipline Leads projects to office staff or via webex at lunchtime to interact with disciplines with staff based in other offices. Include lessons learnt, Value+ etc.

Disciplines have specific Jacobs connect pages as well as the York office page.

Identify positive events, highlight the good, rewards, perhaps a monthly award for particularly outstanding achievements (similar to SORs).

Multi-D team event – huddle.

Manage performance

Capability

Improves awareness and appreciation of OneJacobs. Engages staff, makes them feel part of a bigger team capable of doing great things.

Capability

Manage the inputs

1. Improves awareness of discipline capabilities – very important for future bidding

2. Engages staff & promotes more efficient team work.

3. Helps staff build technical

Projects

Manage the inputs

Projects

Structure

Agenda and efficient use of staff time.

Purpose and meaning,

Visible outcomes – “You said, we did”?

Ideas: Safety, Deliverables, Proj Issues, PAT, DRN, Standards, New Starters, Training & development, what is working / what isn’t, Staff opportunities.

Structure

Buy in from discipline leads to encourage engagement, top down approach.

Schedule of presentations/presenters to be established to ensure variety of topics/ disciplines.

Project hierarchy to be established and communicated from the start.

Note:Telecoms already considering a joint meeting for OLE / Signalling / Telecom as related subjects. This could be opened up to all + provide an opportunity for disciplines to highlight / talk through what they do and how it relates to others.

An enthused and efficient team (minimal re-work – see quality above) helps projects keep to programme

Delivery Time

Reduce delivery time by encouraging more collaboration between disciplines, right first tme.

Processes

Function and form

Structured , well thought out templates that still allow for individual creativity but capture the essence (meetings / Jacobs connect).

Revenue (GM)

Processes

Efficient, standardised formats for interdisciplinary project reviews

Visible outcomes – “You said, we did”?

Decisions on positive events to be made at right level

Improved revenue is a result of quality, cost and delivery improvements + awareness of our capabilities helps identify additional revenue through adjacencies and paid middle game / additional billable work. Lower staff turn-around.

Revenue (GM)

1. Improved revenue by increasing quality, cost and delivery improvements .

2. Awareness of our capabilities helps identify additional revenue through adjacencies and paid middle game / additional billable work. Lower staff turn-around.