01000-P-HEN13092002-05-PRO6 Company Presentation...

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Companypresentation (EN)

PRO6managers

• Founded in2007• Focusonhighlevelprojectmanagement

– Wedeliver our servicesto contractors,administrations and engineeringcompanies

– Bothconsultancyandstaffing onprojectmanagementlevelfor projects

• Projectphases from initiation to procurement phase,and fromcontracting to completion and delivery

March2017 www.pro6managers.nl 2

• Projectobjectives which arenotclearly defined orshared.

• Peoplearenot saying what they planto do,ordon’t dowhat they said.

• Work-arounds instead oftruelysolving problems.

• Peoplework very efficiently onthewrongissues.

• Projectteamsarenot fit-for-purpose.

• Wemanagethe construction processand develop people.

• Wecreate overview by reducingcomplexity to the core issues.

• Weunderstand that people makemistakesand weensure that they learnfrom them.

• Weimprove organisationsby transferringour know-how and providing hands-onsupport.

What weencounter often and what webring


ProjectManagementContractManagementRiskManagementTechnicalManagementTenderManagementInformationManagementAssetManagement

Strategy &BusinessDevelopmentProjectAssessment&RecoveryOrganisation CoachingTraining&WorkshopsIndividualCoaching,Intervision

Ourservices


WeareaHolacracy since 2015

• Holacracy isan implementation ofself-managementinorganisations.

• Holacracy isan ”operatingsystem"that distributes controland leadership.This contributes to ownership,entrepeneurship,speedand fun.

• Holacracy combinesthe disciplineand clarity ofGTDwiththe flexibilityofAgileand continuous improvement ofLean.

• Refer to:www.holacracy.org


Developmentoforganisations(FredericLaloux)

© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 9

Human development Overview of the main (organizational) paradigms

Levels of Consciousness

TURQUOISE

TEAL

GREEN

ORANGE

AMBER

RED

MAGENTA

INFRARED foraging bands

authority by the Elders

powerful chiefdoms

formal hierarchies command & control “the stick”

effective matrix,

predict & control,

“the carrot”, shareholder perspective

relationships above

outcomes, stakeholder perspective

self manage-ment for

evolutionary purpose

100 000 yrs ago

100 00 yrs ago

1000 yrs ago

100 yrs ago

10 yrs ago

1 yr ago



(Impulsive) RED organizations

Metaphor: WOLFPACK

CHARACTERISTICS � Constant exercise of power by chief to keep

troops in line. � Fear is the glue of the organization. � Highly reactive, short term focus. � Thrives in chaotic environments.

EXAMPLES � Mafia � Streetgangs � Tribal militias

LEADERSHIP STYLE � predatory

KEY BREAKTROUGHS � Division of labor � Command authority


(Conformist) AMBER organizations

Metaphor: ARMY

CHARACTERISTICS � Highly formal roles within a hierarchical pyramid. � Top down command and control (what and how). � Stability valued above all through rigorous processes. � Future is repetition of the past.

EXAMPLES � Catholic church � Military � Most government agencies � Public school systems

LEADERSHIP STYLE � paternalistic-authoritative

KEY BREAKTROUGHS � Formal roles

(stable and scalable hierarchies) � Processes

(long term perspectives)


(Achiever) ORANGE organizations

Metaphor: MACHINE

CHARACTERISTICS � Goal is to beat competition; achieve profit and growth. � Innovation is the key to staying ahead. � Management by objectives (command and control

on what; freedom on the how).

EXAMPLES � Multinational companies � Charter schools

LEADERSHIP STYLE � goal- and task-oriented, decisive

KEY BREAKTROUGHS � Innovation � Accountability � Meritocracy


(Pluralistic) GREEN organizations

Metaphor: FAMILY

CHARACTERISTICS � Within the classic pyramid structure, focus on

culture and empowerment to achieve extraordinary employee motivation.

EXAMPLES � Culture driven organizations

(e.g. Southwest Airlines; Ben&Jerry‘s …)

LEADERSHIP STYLE � consensus oriented, participative, service

KEY BREAKTROUGHS � Empowerment � Values-driven culture � Stakeholder model


(Evolutionary) TEAL organizations

Metaphor: LIVING ORGANISM

CHARACTERISTICS � Self-management replaces hierarchical pyramid. � Organization is seen as a living entity, with its own

creative potential and evolutionary purpose.

EXAMPLES � Patagonia � FAVI � Buurtzorg

LEADERSHIP STYLE � distributed leadership, with inner rightness and

purpose as primary motivator and yardstick

KEY BREAKTROUGHS � Self management � Wholeness � Evolutionary purpose

“ALFA”

HIËRARCHY

SELF-MANAGEM.What is the Holacracy Constitution?

The Holacracy Constitution documents the core rules, structure, and processes of the Holacracy “operating system” for governing and managing an organization. It provides the foundation for an organization wishing to use Holacracy, by anchoring the shift of power required in concrete and documented “rules of the game”, which everyone involved can rely upon.

How is the Holacracy Constitution intended to be used?The Constitution is intended to be referenced by whatever declaration or agreement captures the decision to organize using the Holacracy system. That may be a formal set of legal bylaws or similar operating agreement, or a simple board resolution or CEO policy declaration similar to the sample one attached here. See Article V for key adoption-related matters. Also note that this explanatory page and the sample declaration are included for informative purposes but are not parts of the core Constitution document.

What the Holacracy Constitution isn’tThe Holacracy Constitution is not a complete set of legal bylaws or a formal operating agreement. (HolacracyOne separately publishes its own operating agreement as an example of a legal governing document that references and incorporates this Constitution.) The Constitution is also not an instruction manual or a guidebook for learning to use the Holacracy system. Like the rulebook for a nuanced sport, it can serve as a critical reference at times, but reading it will not teach you how to play the game.

Legal DisclaimerHolacracyOne is not a law firm. The information contained herein is documentation of Holacracy’s rules and processes, and should not be construed as legal advice to be applied to any specific factual situation. You should not rely upon the materials provided in this document in a legal capacity or for legal needs without first consulting an attorney with respect to your specific situation. This document is provided “as-is”, without warranty or condition of any kind whatsoever. HolacracyOne does not warrant this document’s quality, accuracy, timeliness, completeness, merchantability, or fitness for use or purpose. To the maximum extent provided by law, HolacracyOne and its agents and members shall not be liable for any damages whatsoever arising from the use of this document.

Introduction: Constitution v4.1

• Self-managementisanatural developmentinorganisations.

• Self-managementrequiresfocusonresults:clarity inpriorities,choices andprogress.

• Self-managementbuilds oncraftsmanship and simpleprocedures.

What weneed for effectiveself-management:• Purpose,LongTermfocus• Ownership• Result driven mentality• Craftsmanship• Transparancy• Social safety• Thenewmanager

Wepromote self-managementinprojects


OurMarket

Weexecute projects intheconstruction industry:• Industry&Energy• Infrastructure• CommercialbuildingsWealsoprovideconsultingandtraining.

Wework internationally and areused to managingteamswithlanguage and culturedifferences.March2017 www.pro6managers.nl 8

08000-F-HEN14122401-04-Overzichtomzetcijfers.xlsx 1/1 24-02-17

OmzetcijfersPRO6managers

Cijfersin'000€

JAAR INFRAINDUSTRIE U-BOUWINFRASTRUCTUURINDUSTRIE&ENERGIEUTILITEITSBOUW TOTAALMEDEWERKERS2007 60% 40% 0% 168 112 0 280 52008 50% 50% 0% 210 210 0 420 82009 45% 50% 5% 545 605 61 1.210 102010 45% 50% 5% 774 860 86 1.720 142011 45% 50% 5% 824 915 92 1.830 142012 50% 40% 10% 740 592 148 1.480 122013 55% 35% 10% 803 511 146 1.460 112014 60% 30% 10% 960 480 160 1.600 172015 60% 30% 10% 1.249 625 208 2.082 202016 55% 30% 15% 1.280 698 349 2.327 232017 45% 30% 25% 1.215 810 675 2.700 30

YEAR INFRA INDUSTRYCOMMERCINFRASTRUCTURE INDUSTRY&ENERGY

COMMERCIALBUILDINGS

TOTAL EMPLOYEES

2007 60% 40% 0% 168 112 0 280 52008 50% 50% 0% 210 210 0 420 82009 45% 50% 5% 545 605 61 1.210 102010 45% 50% 5% 774 860 86 1.720 142011 45% 50% 5% 824 915 92 1.830 142012 50% 40% 10% 740 592 148 1.480 122013 55% 35% 10% 803 511 146 1.460 112014 60% 30% 10% 960 480 160 1.600 172015 60% 30% 10% 1.249 625 208 2.082 202016 55% 30% 15% 1.280 698 349 2.327 232017 45% 30% 25% 1.215 810 675 2.700 30

0

5

10

15

20

25

30

35

0

500

1.000

1.500

2.000

2.500

3.000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

MED

EWER

KERS

OMZET('0

00€)

JAAR

UTILITEITSBOUW

INDUSTRIE&ENERGIE

INFRASTRUCTUUR

MEDEWERKERS

0

5

10

15

20

25

30

35

0

500

1.000

1.500

2.000

2.500

3.000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

EMPLOYEES

TURN

-OVE

R('0

00€)

YEAR

COMMERCIALBUILDINGS

INDUSTRY&ENERGY

INFRASTRUCTURE

EMPLOYEES

Turn-overandAmbition


OurClients

• Public,Semi-public– National,provincialenlocalgovernments– WaterBoards,PortAuthorities– Agencies,KnowledgeInstitutes

• Private– Privatecompanies– Contractors– TradeAssociations


Wealready worked with


Wealready worked with


TypicalprojectsIndustry&Energy

• Heat&CO2network• Biomassdigestionplant• Solarpowerplant• Wasteincinerationplant• Biomasspowerplant• HighVoltagenetwork• OffshoreWind• AssetManagement


TypicalprojectsInfrastructure

• Nationaland local roads• PublicTransport• Civil Structures:fly-overs,locks• Watersafety project• Tunnels


TypicalprojectsCommercialRealEstate

• TrafficControlRoom• ShoppingMall• Warehousing• Carefacilities• Refugeecentres• NewDealingRoomRABObank• Parkingbuildings


Consultancy&Training

• Consultancy– GroningenSeaports,ProjectManagementSystem– Provincie Overijssel,Improvementofinternalcooperation

• Training&Workshops– Contractmanagement,UAVgc 2005,FIDIC– Systeemgerichte Contractbeheersing– ProjectManagement,RiskManagement– TenderManagement


Examples


Our vision onBIM


Strategic Level (Confidence)• Business Case: better decisions• Value Proposition: managing complexity• Organisation monitoring

Tactical Level (Dashboard)• OKR (Objectives & Key Results):• Trend Analysis: shorter reporting cycles• Early Warnings: identification of risks

Operational Level (Tools)• Tools: 3D, 4D .. “20D”• Coding, SE, DMS• Model-based Engineering

VisualInfo=PM+SE+QM+IM


CONTRACTUAL CONTEXT

PROJECT CONTROL

PROJECT DEFINITION

VERIFICATION & VALIDATION

Visual Info

RELATIONALDATABASE(eg Relatics)

MILESTONES & ACTIVITIES

SYSTEM BREAKDOWN

STRUCTURE (SBS)

ORGANISATION BREAKDOWN

STRUCTURE (OBS)

COST BREAKDOWN STRUCTURE (CBS)

WORK BREAKDOWN STRUCTURE (WBS)

OTHER (eg BIM/3D, DEVIATIONS, CHANGES, …)

COST CONTROL

RISKS(incl Monte Carlo)

CONTRACTSYSTEM REQS

PROCESS REQS

COST ESTIMATING

SCOPE SPLIT

DOCUMENT MANAGEMENT

SYSTEMWORK PACKAGES

REQUIREMENTS BREAKDOWN

STRUCTURE (RBS)

05000-D-HEN12020801-03-Schema Visual Info 1/1 1/3/2015

GoalDirectedRiskManagement


DEFINITION OF ORGANISATION & PROJECT GOALS

ASSESSMENT OF RISKS

DEFINITION OF MITIGATING MEASURES

PREPARE ACTION PLANS FOR LARGE

RISKS

MONITORING, CONTROL AND

EVALUATION OF RISK

DEVELOPMENT

UPDATE OF ORGANISATION & PROJECT GOALS RI

SMAN

APPROACH PLANS HOW TO ACHIEVE

GOALS (OPERATIONAL PLAN, PROJECT

PLANS)

Goal Directed Risk Management

05000-D-HEN12082401-00-Goal Directed Risk Management - diagram 1/1 3/16/2013

StakeholderManagement

01000#R#HEN14072702#00#INF#Voorbeeld4Stakeholder4Analysis.xlsx 1/1 27#07#14

PROJECT4#4Stakeholder4Analysis

INFLUENCE

KEEP*SATISFIED HIGH INVOLVE*ACTIVELY

1 0 0 3 0 0 1

0 0 0 2 0 1 0

0 0 0 1 0 0 0

'3 '2 '1 0 1 2 3HIGH MEDIUM LOW LOW MEDIUM HIGH

MONITOR LOW KEEP*INFORMED

CONFLICTING4<'''''44444 *INTERESTS '''''>4SUPPORTING

KEY4STAKEHOLDERS INFLUENCE

KEEP*SATISFIED HIGH INVOLVE*ACTIVELY

3

2

1

'3 '2 '1 0 1 2 3HIGH MEDIUM LOW LOW MEDIUM HIGH

MONITOR LOW KEEP*INFORMED

CONFLICTING4<'''''44444 *INTERESTS '''''>4SUPPORTING

CONSORTIUM4

CLIENT4

CLIENT4ENGIN4

LOCAL4AUTH.4

PRIVATE4FINANC4NATIONAL4AUTH.4

SHAREHOLDERS4

COMPETITION4

WHO4???4

OTHER4CLIENTS4

INTEREST4GROUPS4

NEIGHBOURS4

GENERAL4PUBLIC4

KEY4SUPPLIERS4


Projectbarometer

March2017 www.pro6managers.nl 222012$Het$PRO6,model$EN,02.xlsx 1/1 03,01,15

COMPANY$LEVEL

PROJECT$LEVEL

M41 M42 M43 S41 S42 S43 O41 O42 O43

M44 M45 M46 S44 S45 S46 O44 O45 O46

M47 M48 M49 S47 S48 S49 O47 O48 O49

M31 M32 M33 S31 S32 S33 O31 O32 O33

M34 M35 M36 S34 S35 S36 O34 O35 O36

M37 M38 M39 S37 S38 S39 O37 O38 O39

M21 M22 M23 S21 S22 S23 O21 O22 O23

M24 M25 M26 S24 S25 S26 O24 O25 O26

M27 M28 M29 S27 S28 S29 O27 O28 O29

M11 M12 M13 S11 S12 S13 O11 O12 O13

M14 M15 M16 S14 S15 S16 O14 O15 O16

M17 M18 M19 S17 S18 S19 O17 O18 O19

PERSONAL)SKILLS

MISSION$&$VISION

MISSION$BREAKDOWN$STRUCTURE$,$PROJECT$OBJECTIVESTHE$WHY$'$PURPOSE,$NEED$&$URGENCY

PROJECT$SUCCESS

The$PRO6$Model

PEOPLE SYSTEMS ORGANISATION

COMPETEN

CES$DEVELOPM

ENTCO

MMUNCA

TION$LEV

ELS

CONTENT

PROCESS

INTERACTION

EMOTION

KNOW2HOW

MANAGEMENT)SKILLS

SOCIAL)SKILLS

!

BuildingBetter Together

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