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1 Development of a Digital Project Management Solution without Change Management October 2018
1
Development of a Digital Project Management Solution without Change Management October 2018
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Process Excellence
Vision: The paperless and Excel-free construction site
10/22/18 Operations Digitalisation
Digitalisation of order to invoice> Request > Measurement & scoping > Estimation based on contract norms> Autorisation> Task planning & preparation > Time & progress recording > Scaffolding register> QA/QC > Invoicing data> Reporting
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Bekannte Change Managementkurvedie sieben Stufen des Changemanagemt
22.10.18 SGO Evaluation
Wah
rneh
mun
g de
s S
elbs
tbild
es
Zeit
SchockErwartungen >< Realität
VerneinungEmpfundene Sicherheit
+ übersteigertes Selbstbild
EinsichtVerstehen der Unsicherheit+ notw. Veränderungen
Akzeptanzdes Neuen
Ausprobieren/Experimentieren
ErkenntnisWelche Handlungen versprechen Erfolg
IntegrationAdaptierung von Verhaltensmustern
4
Das Problem bei Changeprojekten
> Der zeitliche Versatz zwischen der Erkenntnis zur notwendigen
Veränderung zwischen
> Denen die das zu verantworten haben (level x des Mangement)
> Und denen die das machen müssen
> Und denen die damit arbeiten müssen (deren Arbeit es verändert)
22.10.18 SGO Evaluation
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Einflussgrößen für Unternehmen
StrategieZiele
Messgrößen zur Steuerung
Wertschöpfungsprozesse
Verhalten
Wissen und Fähigkeiten
Werte und Normen
Identität
Organisatorische Rahmenbedingungen
und Struktur
Hard Facts Soft FactsQuelle: Herr Dr. Schüppel
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Auswirkungen auf die Mitarbeiterbeziehungen, ProjektgruppenauswahlAnalogiebetrachtung Kündigung (wenn auch extrem)
> subjektive Selektion durch das mittlere Management
> Ungerechte Auswahl und Behandlung
> Angreifbare Datengrundlage in Folge Rechtsstreitigkeiten
> Vergrößerung der Angriffsfläche für Gewerkschaft und Presse
> Unzufriedenheit mit der Arbeitssituation
> Vertrauensverlust ins Management
> Abnehmende Risikobereitschaft> Angst vor eigener Überlastung> Angst vor eigenem Stellenverlust> Demotivation> Innere Kündigung
Dismissed Survivor Syndrome*
*John Leopold, Lynett Harris, 2009
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Personalleitbild hinterfragen
> Theorie Y*> Der „normale“ Mensch will
natürlich arbeiten, er wird in Eigeninitiative und Selbstkontrolle, zugunsten von Zielen zu denen er sich verpflichtet fühlt, nach Erfolg streben
> Führung besteht darin das verborgene intellektuelle Potential für die Organisation auszunutzen, der Mensch sucht Verantwortung
> Theorie X*> Der „normale“ Mensch will nicht
arbeiten, erst nach Zwang und Kontrolle und mit der Androhung von Strafen werden positive Beiträge zu Organisationszielen erbracht
> Führung besteht darin den nach Sicherheit und Vermeidung von Verantwortung strebenden Menschen „zu führen, anzuleiten und kontrollieren“
Digitale Welt Klassische Welt
* Nach McGregor
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Interne und externe Beeinflussung: LAMDA Modell nach Scholz
Changeprojekte stören hier
Sichtbare Ebene
Unsichtbare Ebene
Unternehmenserscheinung
Unternehmenskultur Unternehmensimage
Innenwirkung Außenwirkung
• Miteinander• Fairness
• Führung aus eigenen
Reihen
• Gute Produkte• Gutes Preis-
Leistungsverhältnis
• Guter Arbeitgeber
• Fürsorglich• Sozial
• Verantwortungsbewusst
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Stakeholder jeder Unternehmung
Gewerkschaften /BRKunden extern
Presse und Medien
Mittleres ManagementTop Management
Mitarbeiter
Öffentlichkeit
Einf
luss
auf
die
Unt
erne
hmun
g
Grad der Betroffenheit
hoch
hoch
Mittleres ManagementTop Management
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Ansatz Veränderungsmanagement: Verbündete suchen & generierenH
andl
ungs
verm
ögen
Einsicht und Initiative zur Veränderung
hoch
hoch
Verbündete
Freundlichen
Blockierer
Irritierten
Mittleres Management
Mitarbeiter
Mittleres Management
Mitarbeiter
Kunden
Top Management
Mittleres Management
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Opportunities through a Global Project Management Solution (DPMS)Recognized> as responsive organization fulfilling the demand from the sites for a DPMS Solution (Norway, France, UK, Poland, Sweden,…)
> having project in control and providing information required by the clients
> by our clients as a innovative company
> by using one single KAEFER language for operations
Efficient
> through proactive project management supporting real time decision makings
> by increasing productivity and profitability on site through Lean Site Administration
> trough process and system harmonization and integration
> by enabling more efficient collaboration and information exchange with stakeholders
> by reducing the chance of minor problems becoming costly mistakes
> by reducing waste of incorrect resources being allocated
> by keeping track and documenting critical events towards clients and subcontractors
> by applying Lessons Learned for continuous improvement
Different> from most of our competitors not using integrated DPMS
> by supporting the transition to modernized operations
> by making use of collected operational Big Data also for future services and products (e.g. Predictive Maintenance)
BoD Meeting XXX/ Operations Digitalization/ PD22.10.18
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DPMS Web
Work Pack
Concept Sketch
DPMS Big Data
• Client Systems (EAM, BIM,…)• Sensors• Weather conditions• …
DPMS Resource Planning
• Project Scheduling • Resource planning
DPMS App
DPMS Forms
• Scoping• Operational Status Reporting • Inspection and Quality Control
Daily Risk Analysis (DSTI)
• Risks Assessment• Attendance Authentication
Global
• Estimation in Tender/Sales Phase
• Prognosis (SAP)• Purchase
Requisition (SRM)• Goods receipts
(SRM)• Workers / Sub-
contractors on-boarding
• Time-recording for Payroll (ADEX)
• Variation Order• PLC Supporting
Processes (Project risks, Communication plan, Stakeholder Mgt, HSEQ,…)
ContractProjectRequestsScopingEstimatingSchedulingClient ApprovalTasks Planning
Tasks Preparation
Inspection and Quality ControlOperational Status Reporting
Client Acceptance
(Incl. PPM Board)
Invoicing data
Scoping
Inspection and Quality ControlOperational Status Reporting
Client ReportsDPMS Reports• Lean reports
/ Other Systems & Processes / PerspectivesCurrent Scope (baseline)
• Work Pack• 3D Sketching
Project Dashboard / KPIs
• Project Scheduling• Resource planningLocal
DPMS Document Mgt System
• Project Folder• Work Pack• Optical Archiving
DPMS Mobile Reporting
Client ReportsDPMS Reports• Lean reports
Project Dashboard / KPIs
PD-1221 PMS
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Chief Operating Officer
R.Gärber
Head of Corporate Operations Excellence
A.Faber
DPMS Project Manager
MA.Lang
COE Project Lead
DPMS Roll-out Manager
TBD (1/country)
Site Line Management
TBD
Site Manager
TBD (1/site)
DPMS Site Expert
TBD (1/site)
CIT Project LeadDigital Solutions
Engineer (Operations)
CIT Interfaces Designer(s)
Development Coordinator
2 x Developers 8 x Developers Software Tester
Chief Information Officer
D.Oestmann
DPMS Project Organization
Local resources nominated by
ROOs / Local Mgt
CIT Provider
DPMS Project Stakeholders
Steering Committee members
+ ROOs+ Pilot Country
Line Management
Pilot countries stakeholders
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X-Matrix Operations Digitalization: DPMS Target Condition> Roll-out DPMS on Projects > 1 Mio. € TO, approx. 350
Based on above mentioned assumption 336 Projects will be using the DPMS by end 2021 and 24 Local Roll-out Multipliers (DPMS Managers) will be trained to conduct further Implementations in their Countries/Region.
Additionally each Business Unit is for sure free to implement more projects when first pilots are implemented and Local Roll-out Multipliers trained.
2017 2018 2019 2020 20216 Projects (2%): Develop the Solution to KAEFER requirements on 6 Pilot Projects (Agile Strategy)
36 Projects (12%): Implementation on 12 additional Projects by DPMS Core Team + 24 Projects by 6 Local Roll-out Multipliers
86 Projects (37%): Implementation on 8 additional Projects by DPMS Core Team + 78 Projects by 18 Local Roll-out Multipliers
104 Projects (66%): Implementation on 8 additional Projects by DPMS Core Team + 96 Projects by 24 Local Roll-out Multipliers
104 Projects (96%): Implementation on 8 additional Projects by DPMS Core Team + 96 Projects by 24 Local Roll-out Multipliers
050
100150200250300350400
2017 2018 2019 2020 2021
Project Implementations
BoD Meeting XXX/ Operations Digitalization/ PD22.10.18
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Roll-out Strategy 2018 and ongoing
10/22/18 Operations Digitalisation - DPMS Update
> Shift from Top-Down to Bottom Up-up Roll-out approach:> Regional Management defines Roll-out Target for 2018
> Regional Management nominates resources for country Roll-out
> Global Team trains Country Roll-out Managers in Q1 2018
> Global Team supports countries without Pilot Sites in implementation in 2018
> Regional Management provisions Budget for Roll-out 2018 ongoing
> DPMS Team provided template per Region to support Roll-out Target definition and Pilot Site identification for Budget 2018 and aligned with ROOs in personal calls
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Agile as Change Management Tool
Systems thinking
Lean
Agile
Scrum
Kanban
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Agile is a child of LeanAgile Framework applies methods from Lean to Software Development
Systems thinking
Lean
Agile
Scrum
Kanban
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Why we chose an Agile Development approach?
> In our DPMS context, here are the reasons for selecting an Agile Development approach:
> The existing DPMS is already a suitable Minimum Viable Product
> We want to design the solution for our users, with our users, on the field
> We want to enhance the DPMS’s features progressively, focusing on features with most added-value
> We want through several pilot sites to ensure the applicability to all Contract & Project types
> We want to enable the reprioritization of the development backlog within the predefined scope based on site priorities
> We want to control Time, Quality and Costs of the project by breaking-it down into smaller manageable modules
DPMS
Quality?
Features
CostTime
Quality?
Features
CostTime
Variable
Fixed
Traditional Approach Agile Approach
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Agile Cost - Value Curve
TeamOn-
boarding, Platform
readiness
Pilot 1 & 2 (Norway Onshore &
Offshore)Pilot 3 & 4
(UK & France)
Pilot 5 & 6 (Germany & Middle
East)
CostValue
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DPMS = Agile = Lean IT> DPMS is the 1st project @ KAEFER executed
according to an Agile methodology named Scrum
> Scrum guarantees a continuous planning and delivery of functional software increments every 2 weeks
> Feedback loops are organized with end-users to validate through bi-weekly Review meetings that the new features meet their expectations
> Roles and Responsibilities are clearly defined through a RACIF Matrix and Communication channels are defined and implemented via several routine meetings
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DPMS Pilot: Oman FahudLPIC EPC-3: NGL Extraction Unit with offsite & Utilities
> Refinery
> Client: GS Engineering & Construction Corp
> New Build
> Scaffolding, Surface Protection, Insulation, Fire Proofing
> 95 Workers / 1 Shift, 1 Site Admin, Foremen 4
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DPMS Pilot: BP Lingen
> Refinery
> Client: BP Europe
> Maintenance Contract
> Insulation
> 30 Workers / 1 Shift, 1 Site Admin, Foremen 4
> Location: Lingen, 2 hours from Bremen
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DPMS Pilot: GSK Worthing
> Pharmaceutical Site
> Client: Glaxo Smith Kline GSK
> Maintenance Contract
> Scaffolding (DPMS implementation), Insulation, Asbestos Removal, Painting
> 37 Workers / 1 Shift, 3 Site Admin
> Location: 1,5 hours south of London at coast
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Pilot: Aker BP
> Client: AkerBP
> Maintenance frame agreement for three offshore fields, containing 13 installations
> Scope of work: Scaffolding, Insulation and Painting
> Using DPMS for surveys, detailing and further break-down of requests – all in one system
> Estimation based on contract norms in DPMS
> On-line QC and inspections have big saving potentials, improving quality of documentation
> Demonstrating differentiators for client
> Simplify discussions with client representative due to documented facts (inclusive pictures)
DPMS Key Project benefits
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DPMS Project: Sapref
> Refinery
> Client: Sapref
> Maintenance Contract
> Scaffolding (DPMS implementation), Insulation, Asbestos Removal, Painting
> 350 Workers / 1 Shift, 13 Site Admin
> Location: Durban
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Pilot: Kårstø ISOPilot Scope: Inspections and documentation
> Client: Statoil ASA, three-split maintenance frame agreements> Site: Kårstø gas processing plant> Scope of work: scaffolding, insulation and surface treatment> DPMS Video> Key benefits:
> Digitalizing QC tasks and inspections, easing input and improving quality of documentation of work
> Scoping and estimation, as well as supporting execution of work – all in one system
> Moving the office to the work face – reduce travel time and paper work
22/10/2018 DPMS Pilots
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Change Management by User Roles
DPMS Country Managers & Site DPMS ExpertProject Characteristics/ Master Data§ Projects§ Assets§ Contracts & Norms§ Staff§ Equipments§ Materials
Planner / EngineerDPMS Web Workflow§ Work Orders§ Measurement / Scoping§ Estimating based on Contract Norms§ Authorization§ Planning§ Perform§ Inspections§ Invoicing Data§ Reporting
Supervisor / ForemanDPMS Mobile Workflow§ Measurement / Scoping§ Job Cards § Work Packs§ Operational Status Reporting§ Inspections§ Pictures at Functional Location
Line ManagementPorwer BI Reporting
§ Project Dashboards§ Project KPIs§ Project Reports§ Lean Reporting§ Scaffolding Map…
M CA
OPSOPSM
M=ManagementCA= Change AgentOPSM=operationally managementOPS=operationally employee
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Ansatz Veränderungsmanagement im KAEFER DPMS Projekt: Verbündete generiert
Han
dlun
gsve
rmög
en
Einsicht und Initiative zur Veränderung
hoch
hoch
Verbündete
Freundlichen
Blockierer
Irritierten
OPS= MitarbeiterMittleres
Management
M =Top Management
OPSM = Mittleres Management
M=ManagementCA= Change AgentOPSM=operationally managementOPS=operationally employee
Kunden
CA = DPMS Team
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Was passiert mit den 7 Stufen
22.10.18 SGO Evaluation
Wah
rneh
mun
g de
r Auf
age
Zeit
SchockErwartungen >< Realität
VerneinungEmpfundene Sicherheit
EinsichtVerstehen der Unsicherheit+ notw. Veränderungen
Akzeptanzdes Neuen
Ausprobieren/Experimentieren
ErkenntnisWelche Handlungen versprechen Erfolg
IntegrationAdaptierung von Verhaltensmustern
SchockGewohntes soll geändert werden
Ausprobieren/ExperimentierenGemeinsam verändern
IntegrationAdaptierung von Arbeitsabläufenund Informationsflüssen
Es werden 3:die SCHNELLER sindund BESSER sind
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Zusammenfassung
Um das Wissen Einzelner für das Unternehmen zu “konservieren” müssen neue Arbeitsmittel auf Basis dieses Wissens geschaffen werden
Dies nicht (nur) für eine Wissensdatenbank
Sondern für ein Tool welches in der Wertschöpfung, möglichst täglich, eingesetzt wird.
Umgehen Sie die 7 Stufen des Changemanagement…auf Ihre Art..
22.10.18 SGO Evaluation
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Thank you.
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DPMS Tablet Recommendation for non ATEX SitesSamsung Galaxy Tab Active2 Black
OtterBox Utility Series Latch II Case with Accessory Bag for 7 - 8 inch Tablet
NiteCore Tactical NTL10 lanyard
CPU Type: Octa-Core
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DPMS Tablet Recommendation for ATEX Sitesi.safe MOBILE IS910.1
The IS910.1 is the 8“ tablet for use in ATEX zones 1/21.
AndroidTM 7.14G (LTE)Near Field Communication (NFC)8“ (20.32 cm) F HD RugDisplay-Glassmulti capacitive touchscreenDust- and waterproof (IP68)2 cameras: 8 MP rear camera and 2 MP front cameraWi-Fi IEEE 802.11 b/g/nBluetooth® 4.1 LEMicroSD-card slot up to 64 GBLong battery life time (8400 mAh)
Approvals
•ATEX zone 1/21II 2G Ex ib IIC T4 GbII 2D Ex ib IIIC T135°C Db IP6X•IECEx zone 1/21Ex ib IIC T4 GbEx ib IIIC T135°C Db IP6X•CSA(approved for North America)•EAC (approved for Russia)
