GENERAL PRESENTATION DPM Management Operating Model & Organisational Effectiveness and Accountability Information material
1. Purpose, strategy, systems & people MOM Right Work, Right Time, Right Way OE&A Right Person, Right Role, Right Engagement Discipline Frameworks (Cross Functional Relationships • ESG • Capital Projects • Finance • Ops Excellence • IT etc.
2. An integrated approach ORGANISATION MODEL (People) Right work Right role Right people OPERATING MODEL (Process) Work complexity Capability & Skills Accountability Authority Right time The Organisation Model (OE & A) and Right way Management Operating Model (MOM), together form the foundation for DPM’s way of doing business; ensuring the right work is done at the right time, and in the right way, by capable people in roles that are well designed, with clear accountabilities and authorities.
3. WHAT IS MOM? The MOM is a system for managing the work that people do •MOM represents the flow of information from the setting of business expectations through to delivery, understanding and responding to performance. •MOM provides clarity on the work that needs doing and the resources available to do that work, so that work can be planned, scheduled and executed in an efficient and effective way. •It systemizes the work so that there is greater consistency and predictability over time. •MOM will encourage areas to better understand the impact they have on one another, helping us to work better together as one company-wide team.
4. Purpose of MOM MOM is a business system that ensures DPM assets (Operations) deliver to expectations • Doing the right work, at the right time and in the right way will deliver the required performance. • If the work is planned, scheduled and properly resourced ahead of execution the desired outcome will be achieved more consistently and at lower cost. • A culture of engaged employees believe that their leaders’ behaviour demonstrates positive values. An engaged workforce will be the most productive.
5. Discipline Frameworks – Safety as e.g. FOUR KEY CONCEPTS b Zero Tolerance a Felt Leadership Not accepting unsafe conditions or acts. No exceptions to following legislation and company Leading byexample,walking policies,rulesand procedures.Enforcingtherules. the talk, demonstrating care and visibilityin the workplace. d Safe Production c Zero Harm One without the other is not a viable or Preventingaccidents, incidents, successful business. property damage and loss to people and tothebusiness.
6. Discipline Frameworks – Safety as e.g. L EA D E RS H I P IS THE M O S T I M P O RTA N T PART A N D DRIVES THE REST Leadership Line Ownership Safe Employee Safe Results Behaviors Employee Involvement Safe Equipment &Workplace Comprehensive Safety Systems Regular Auditing of Safety Systems
7. Management Operating Model In order to fulfill its commitments reliably and create a competitive advantage, DPM incorporates the Management Operating Model (MOM)* in all its organizations. Human capital, INTEGRATED PLANNING WORK MANAGEMENT Materials and Equipment Resourcing Set Production Set Approve Plan Schedule Execute Process Strategy Budget Work/Cost Work Work Work Performance Set Service Commitment Strategy Set Operating Set Business Set Master Schedule Expectations Performance Targets Modify or Adapt the Measure Measure Work Measure Business Social Process M anagenment Process Performance Performance Performance Analyze and Improve FEEDBACK
Integrated Planning
9. Integrated Planning PURPOSE: To specify the most cost effective way to operate a process. Set Budget Set Set Production Set Operating Performance Strategy Master Schedule Targets Set Service Strategy Right Work at the Right Time in the Right Way
10. Planning Cycle for DPM SIC - Short Providing a feedback loop on the production tracking against the expected production at short-term intervals Legend: interval control so that decisions and intervening actions (dispatching resources) can be taken to minimize deviation from the P P = Production expected outcome. M S M = Maintenance S = Service activities
Work Management
12. Work Management PURPOSE: To reliably deliver the scheduled daily production Resourcing Approve Work/ Plan Work Schedule Work Execute Work Cost Commitments Planned, Scheduled and properly Resourced
13. Work Management Principles DPM has defined 15 work management principles: 1 2 3 4 5 The Right Work Planned work is We don’t need a Schedule what you need, We don’t let work drag executed at the 1,5 to 3 times more meeting to do work. on forever and ever – not what you have. our service level commitment Right Time, effective the Right Way. than unplanned. is 6 weeks at most. 6 7 8 9 10 Input from Process compliance Feedback significant changes Shared Managers need to be able those doing the work – will give us the results accountability early enough to make a we’re looking for. to originator. is no accountability. to ‘clear the fog’ difference. for the level below. 11 12 13 14 15 If the system specification If you can’t -deliver – Individuals should be able As leaders, we If you aren’t sure doesn’t drive you to Right Work, escalate as soon as you know. must ensure a task is (or don’t know) – ASK! to address 80% specified, appropriate, Right time, Right way – of what they encounter. understood, can be we’ve got it wrong. done and it's motivating.
Analyse & Improve
14. Analyse & Improve Key features of A&I • Use data and ideas to improve • Whole team input sought • Uses defined problem solving skills PURPOSE: To respond correctly to measurement data.• Separate special cause from common cause • Root cause analysis • Uses/ updates process models • Prioritizes effort using pareto principle Set Understand Identify high value issues Identify contributing / Performance – Special or to be investigated Root Cause(s) common cause? Develop Control Implement Control Validate Performance Action(s) Action(s) Improvements Sustain The Changes Made Targeting Stable and Capable Performance
15. Measure Performance PURPOSE: To indicate when an intervention in the process may be required. Measure Process Measure Work Measure Social Process Performance Management Performance Performance Are we delivering the Are we delivering the Are we creating the purpose of the process? leading indicators of workplace environment Effectiveness, Efficiency process performance? where people can work and Sustainability Are we doing the right work at the right time in productively to their potential? the right way?
16. Three Basic Themes Stability • Surprises arise from unanticipated conditions and actions. • Surprises destroy predictions. Variation • All processes have variation which causes performance below the potential. • It is produced by variation at the input or within a process. Clarity • Clarity of inputs, conditions, theory to achieve a purpose • Clarity of role
17. The Sequence Matters MOM helps identify the most effective sequence of improvement: 1. Get the process in control, and then 2. Reduce the variation, and then 3. Move the performance onto target Stabilize Reduce Shift Variation Mean Improved Performance
Organizational Design
21. Organizational Effectiveness & Accountability Direction Where are we going? Organizational Effectiveness (OE) Core Values What do we stand for? is the foundation for business performance. Strategy How will we get there? OE can be achieved and sustained by addressing Behaviour How do we behave? each element in the model. Culture What are our beliefs? Systems How do things get done? It is implicit that business performance will be Resources What do we need? sub-optimal or will not be sustained if any Structure How is the work organized? element is neglected. Authority How is the work assigned? Accountabillity How is the work reviewed? Capability What skills do we need? Countinious How do we get better? Improvement Governance Are we on track?
23. Levels Of Work To Provide Clarity
22. Underpinning Theory In order for an employee to truly engage in the workplace, he or she needs to be able to answer three questions with confidence: What do you want me to do? Work Management involves configuring the system to each specific location. • Part of the configuration involves making decisions as to who does what work. • This will leave no doubt about what a person is expected to do. How am I doing? As the system is executed, the design calls for tasks to be assigned using CPORT (context, purpose, output, resources, time), and it calls for review at the end of the job. • The review provides the required feedback on task performance. What is my future? Work Management calls for broad inclusion of employees in planning and organizing work. • This won’t go all the way in answering the question on an employee’s future, but it helps.
23. Levels Of Work & Routines Shiftly Daily Weekly Monthly Quarterly Annually
23. Levels Of Work To Provide Clarity VP / General Manager Level 4: Address escalated issues from Level 3 and make the changes transforming a stable & capable process into one that delivers an improved capability. Directors Level 3: Address Level 2 escalated issues and resolve common cause variation to create process stability. They specify the production & service strategies of the master schedule. Managers Level 2: Address Level 1 escalated issues and special cause process issues to prevent recurrence. Accountable to deliver master schedule work. Supervisors and Crew Level 1: Ensure that scheduled and assigned work is completed correctly and consistently. Based on the Work of Elliott Jaques
23. Organisational Design Principals 1. Work complexity at each level should be significantly different to the level above and below. 2. Every role must add value to the work of direct reports. 3. Each role must have a clearly identified “boss”. 4. Management's expectation of the work of each role must be clearly specified in a standardized document. 5. Work and accountability not be duplicated. Work should be done “once” and work volume fills each role.
23. Organisational Design Principals 6.Like work should be grouped 7.Roles that include leadership should be identified and leadership work should be considered when assessing the work volume of the role. 8.Structure and role titling should be standardized and clarify the authority of the role relating to work. 9.Work and authority must be aligned with accountability. For a person to accept accountability for their own work (and the work performance of their team members) role authority must be clearly defined.
23. Organisational Design Principals 10.Structural boundaries should be positioned to minimize the flows of people, money, assets, material and information across boundaries and allow measurement on each boundary – the basis for accountability. 11.Work should be done at operational sites unless there is a clearly articulated value of doing it elsewhere. 12.All Support and all Service work provides additional value if and only if it increases the effectiveness and/or efficiency of core Operational work.
23. Organisational Design Principals 13.The corporate office should provide specialist support work through advisory and governance & control systems if: • this work is critical to define and execute the overall DPM strategy • this work provides essential means for governance and assurance • this work generates value-adding, expert advice that helps to implement best practice across the company. 14.The corporate office should only provide service work if pooling of activities can create material economies of scale. 15.The only core operational work in the corporate office is work on strategic relationship management and commercial value delivery and preservation. 16.Work that requires interactions with key external stakeholders will be carried out at the location that enables the work to be performed most effectively.
23. Cross Functioning Working Relationships Clarifying the working relationships between functions is essential to obtain efficiencies in the workflow while avoiding unease, suspicion generated by varying assumptions regarding who can delegate tasks to whom, as well as clashes of personality and shifting of blame. With this explicitly detailed, employees can focus their efforts on the work rather than finessing authorities they need but weren’t given.
11. Tools of Leadership Start Dissonance / Consistency / Persistence GOAL P ATHWAY Existing culture Tools of leadership: Desired culture Described in terms of people’s BEHAVIOUR Described in terms of how you behaviour and their mytholo- would like people to behave, to gies about their work, the orga- What I do and say view their work, the organiza- nization, and their leader. tion and their leader. SYSTEMS The way we do things SYMBOLS Non-verbal messages
12. Working Together TEAM LEADER STEPS TEAM MEMBERS STEPS DPM Values 1 Explain context & purpose 1 Understand context & purpose TASK DESCRIPTION 2 Identify the Critical Issues 2 Contribute ideas 3 Encourage contributions 3 Listen toothers Context C Why? 4 Make clear decisions 4 Accept decisions Purpose P What? 5 Assign tasks using CPORT 5 Clarify your tasks Outcomes O Quantity: How many? 6 Monitor progress 6 Concentrate on your task and co-operate 7 Accept and give coaching 7 Accept and give coaching How big? How much? 8 Reviewthe process 8 Demand Review Quality: Towhat standard? ! TEAM LEADER TRAPS ! TEAM MEMBERS TRAPS 1 Not seeing the members’ points of view 1 Keep quiet Resources R С какво? 2 Getting over-involved in action 2 Not listening Time T В какъв срок? 3 Feeling you need to have the 3 Getting on with your job regardless answers to technical problems 4 Interfering in other people’s work 4 Being the technical expert 5 Wandering off 5 Ignoring social and programming issues 6 Fragmentingthe team 6 Fixating on one issue 7 Proving you were right 7 Being afraid of standing out 8 Ignoring coaching 9 Being afraid of talking over
12. Behaviour Draft Statement We are transparent and accountable 1. Build trust through engaging and sharing feedback openly with each other 2. Operate with integrity and honesty 3. Be uncompromising in delivering on our commitments 4. Lead by example – hold yourself and each other to account.
18. Glossary of terms Term Definition Work Management Model The process to organize, plan and execute the work to achieve the production plan. Comprises a set of work management principles and processes, developed at DPM level. Short interval control (SIC) Providing a feedback loop on the production tracking against the expected production at short-term intervals so that decisions and intervening actions (dispatching resources) can be taken to minimize deviation from the expected Process outcome. Activity A set of interrelated or interacting activities, aimed at achieving a specific result. Production activities A series of logically related steps within a process, whose cause-and-effect transforms inputs (elements) into outputs Service activities (products or services). Task Production activities are defined as development and generate production outputs. CPORT Service activities are defined as if you don’t do the work production will stop. Planning Plan A clearly defined action, which is carried out within an activity and is aimed at achieving a given result. Scheduling An acronym used to summarize the key elements for describing a task as per the DPM’s work management model Schedule where “C” stands for Context, “P” – Purpose, “O” – Output, “R” – Resources and “T” – Time. Planning is defining how a work should be done - the formal identification of the individual task, details and determination of the skills, tools, materials and the time required to accomplish the identified work. List of activities, aimed at achieving a specific goal within a specific timeframe with defined necessary resources. Scheduling is defining a date and time to begin work and creating a list of tasks for a certain period (for example, 7 days) and the distribution of the tasks, according to the available personnel and resources. List of tasks for a certain period (for example, 7 days) with clearly defined start, end and resources.
THANK YOU FOR YOUR ATTENTION
P300
“Everyone thinks of changing the world, but no one thinks of changing himself.” Leo Tolstoy
Change management is: The process, tools and techniques to manage the people side of change to achieve the required business results.
Organizational change can be repr change States of change Current Transition Future State State State How things How to move How things will are done today from current be done tomorrow to future
In reality, each impacted employee has his or her own current and future state. Organization Current Transition Future Individual State State State How I do my Transition How I will do my job job today State after the change is Current implemented State Future State
Theorganization’s future state is actually the collection of many individual future states. Individuals Organization Current Transition Future State State State Current Transition Future Future State State State State Current Transition Future State State State Current Transition Future • Documented and Managed Processes State State State • Management Operating Model • Specialists in the Call Center Current Transition Future • Supplier Website Integrated into State State State Supply Chain Current Transition Future • Merged Organization State State State
There are consequences of not ma change • Lower productivity • Passive resistance • Active resistance • Turnover of valued employees • Disinterest in the current or future state • Arguing about the need for change • More people taking sick days or not showing up • Changes not fully implemented • People finding work-arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’
Primary Reasons for Applying Change Management Increase probability of Manage employee project success resistance to change Capture people- Build change competency dependent ROI into the organization
The Five Building Blocks for Successful Change A Awareness D Desire K Knowledge A Ability R Reinforcement
Who is involved in managing change Executives and Middle managers and • The change management resource senior managers supervisors on a project plays the role of enabler Change – The conductor of the orchestra management – The director of the play resource/team • Effective change management Project Employees requires involvement and action by team many in the organization
Senior • Why is this group important? leaders – Active and visible sponsorship is identified as the top Senior leaders Managers and contributor to overall project success supervisors – Senior leaders are one of two preferred senders of Change messages about change management • What is this group’s role? Project team Employees – Participate actively and visibly throughout the project – Build the needed coalition of sponsorship with peers and other managers – Communicate the business messages about the change effectively with employees
Project team • Why is this group important? – The project team designs and develops the ‘change’ – they are the ones who introduce new processes, systems, tools, job roles and responsibilities – This group provides much of the specific information about the change to the other ‘gears’ • What is this group’s role? – Provide timely, accurate and succinct information about the change (or project) – Integrate change management activities into project management plans and activities
Employ • Why is this group important? ees – Employees will ultimately make changes to how they Senior leaders Project team do their day-to-day work Change – Their acceptance and use of the solution determines management the success of the project and the ongoing benefit derived from the change Managers and Employees supervisors – • What is this group’s role? – Seek out information related to the business reasons for change and the personal impact of the change – Provide feedback and reaction to the change and the change management efforts – Take control of the personal transition (using an individual change management model like ADKAR)
Managers & • Why is this group important? supervisors – Managers and supervisors are the other preferred sender of messages about change – This group has a unique and well-developed relationship with the employees being impacted by the change • What is this group’s role? – Communicate the personal messages about the change with their direct reports – Conduct group and individual coaching sessions – Identify, analyze and manage resistance – Provide feedback to the rest of the change management ‘gears’
The Five Building Blocks for Successful Change Change Begins with Understanding Why Awareness What is the nature Why is the What is the risk of of the change? change needed? not changing?
Search
