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Striving for Project Management Excellence
Darrell Becker, P. Eng. – Manager, Projects
Dan McGonigal, PMP, ASQ SSBB – Manager, Quality
Emerson Confidential
Emerson’s Lifesaving Behaviors
• 90% of accidents are caused by unsafe behaviors
• Safety minded companies define a standard set of rules/behaviors that drive the safety culture and performance
• Focus is to reduce or eliminate the risk of serious injuries associated with decisions made by employees
• The focus on behavior reinforces that employees are responsible for their own safety behavior with support from the company
Emerson’s 12 Lifesaving Behaviors
The 12 Lifesaving Behaviors
1. Think Safety
2. Report Incidents
3. Assess Risk
4. Take Action
5. Know Limitations
6. Wear PPE
7. Follow Rules
8. Clean Up
9. Observe Warnings
10. Use Proper Tools
11. Drive Safely
12. Escalate if Needed
Emerson’s 12 Lifesaving Behaviors
Reminder - Promised Key Topics
Emerson Confidential
Key Message
Project Management Excellence elements:
• A proven model – PMI PMBoK
• Organizational alignment - Leadership
• Frequent and consistent communication
• Competent people – Talent Management
• Quality Management System
• Measuring performance
• Continual improvement culture
Agenda
• Emerson and Canada Engineering Center Overview
• Organizational Alignment
• Team Development
• Project Management & Quality Management
• Performance Metrics
• Continual Improvement
Emerson Confidential
Emerson – A Global Company
• Emerson Electric Company (NYSE:EMR), headquartered in St. Louis, Missouri, USA
• A global manufacturing and technology company with local presence worldwide
• 2016 Annual Revenues of $20.2 B
Emerson
Process Management
Process Systems
and Solutions (PSS)
Canada Engineering
Center (CEC)
Emerson
Automation Solutions
Process Systems
and Solutions (PSS)
Canada Engineering
Center (CEC)
Emerson – A Global Company
Emerson is a diversified global
manufacturing company that brings
technology, project management and
engineering together to provide
innovative solutions to customers in
the industrial and commercial markets.
Global Project Resources - Process Systems and Solutions (PSS)
North America
600
Europe
700
Latin America
300
Middle East /
Africa
50
Asia / Pacific
2000
3600+ Project Services and Engineering Personnel (Direct) Worldwide
Houston (GC)
North America Project Resources
Engineering Center Hub
North America
Engineering
Centers
Direct, Deputed,
And Contracted
Resources
Canada (CEC) xxx
Gulf Coast (GC) xxx
Midwest (MW) xxx
Life Sciences/West
Coast (LSWC)xxx
Total xxx
Calgary (CEC)
St. Louis (MW)
Austin (LSWC) Costa Rica
174
Manila
29
Pune
1,293
CEC is a key project execution office for Emerson that delivers process
automation solutions to customers in Alberta and around the world.
CEC Organization
Project Management Professionals: 15+
Org. Chart removed
CEC Typical Project/Program Profile
• Type: Automation (Control & Safety Systems)
• Value: $5M to $100M+ (Customer funded)
• Duration: 1 to 5 years
• Team Size: 10 to 100 people
• Industries: Oil & Gas, Chemical, Mining, LNG
• Phases: Pre-FEED, FEED, Detailed Design, Site Commissioning
Typical Project Resources Mix Number
Local Engineering & PM 30
Global Engineering & Support 25
Local Business Partners 5
Total 60Global, Local,
and Partner
Resources to
Execute the
Project
Vendor
Preferred Supplier
Solutions Partner
Trusted Advisor
CEC Customers
14
CEC Projects & Programs
15
Husky Sunrise
Agenda
• Emerson and Canada Engineering Center Overview
• Organizational Alignment
• Team Development
• Project Management & Quality Management
• Performance Metrics
• Continual Improvement
16
Objectives Alignment
CEC MISSIONDeliver automation solutions that
meet or exceed our customers’
expectations while driving our
mutual long term successes.
CEC VISIONWe are our customers’ partner and
trusted advisor, providing high
quality services and innovative
solutions resulting in exceptional
value for our customers and
success to our team
2016 CEC Goals
18
All team members will actively
contribute to CEC Safety
Culture; i.e. deliver a safety
moment, identify hazards/ near
misses, etc.
Identify opportunities to develop
activities to enhance collaborative
culture at CEC.
Improve knowledge sharing
across CEC. Establish SME
community purpose and role;
deploy to the CEC team.
37 actions to
attain
objectives
launched for
2016
2016 Operational Excellence Goals
Focus on:
• Schedule
• Budget
• Risk
Management
• Resource
Planning
• Customer
Satisfaction
Operational Excellence
Successfully execute our projects to meet or exceed customer
expectations and support our business commitments.
Delivers value to our customers and business results to our organization.
Builds customer confidence and trust to secure future business. Measures
performance of project execution and identifies areas for improvement.
Darrell Becker
Champion
Meet or exceed approved project schedules.
Meet or exceed approved project budgets.
Implement Risk Management program for all projects with risks and
opportunities properly communicated to management.
Develop and apply best practice Project Resource Planning
methodologies across all projects.
Achieve or exceed prior year CEC Customer Satisfaction Survey
(CSS) average score and meet NA CSS goal.
Management/Employee Communications
• CEC Communication Plan– Quarterly corporate & business unit webcasts
– Quarterly local all-employee meetings and celebration parties
– Monthly departmental communications meetings (Huddles)
– Coffee Chats with Center Director
– Monthly Newsletter
– Quarterly Quality Management Reviews
– Employee Opinion Surveys
– Colleague Connection
– Women in STEM
– ‘Consider It’ feedback form via Intranet
Ensure timely and
effective
communications
27
communication
plan elements
Agenda
• Emerson and Canada Engineering Center Overview
• Organizational Alignment
• Team Development
• Project Management & Quality Management
• Performance Metrics
• Continual Improvement
21
Team Development
Emerson Confidential
People
*Knowledge
*Skills
*Experience
Processes,Proceduresand Tools
OperationalExcellence
BusinessPerformance
Talent Management
9T 10T8T7T6T5T4T3T2T1T
Canada Engineering Center Career Paths - Technical
Intern/Assistant
Technologist
ENGINEERING/TECHNOLOGY
Intern
Engineer (in training)/
Technologist I
Drafter II
IS Analyst I
Engineer (in training)/
Technologist II
Designer I
IS Analyst II
Intermediate Engineer/
Technologist I
Designer II
Intermediate IS Analyst I
Intermediate IS Analyst II
Senior Engineer/
Technologist
Senior IS Analyst
Project/Technical
Lead
Lead IS Analyst
Technical Specialist
Senior Technical Specialist
Principal Consultant
Project Controls
Associate I
Project Controls
Associate II
Project Controls
Specialist I
Project Controls
Specialist II
Project Controls
Specialist III
Senior Project Controls Specialist
Project Controls
Lead
Intermediate Engineer/
Technologist II
DRAFTING/DESIGN
INFORMATION SYSTEMS
PROJECT CONTROLS
PROJECT MANAGEMENT
TECHNICAL MANAGEMENT
Drafter I
Program Manager/Director
Senior Project Manager
Senior Project Engineer
To
Exe
cutiv
e T
rack
Technical Dept.
Manager
Senior Technical Manager
Project Engineer
Technical Manager
Project Manager
Talent Management
9T 10T8T
Program Manager/Director
Senior Project Manager
Senior Project Engineer
To
Exe
cutiv
e T
rack
Technical Dept.
Manager
Senior Technical Manager
Project Engineer
Technical Manager
Project Manager
Talent Management
25
Project Management Roadmap
Project Manager Development
• Emerson Specific Project Management Training
– PM101, 201, 301
– Emerson North America PM/PgM Summits
– Advanced Leadership Training
– SkillSoftTM Curriculum
• Professional Development
– PMI-SAC Conference and events
– Emerson Global Users Exchange
– Emerson Toastmasters Chapter
– Encourage PMP/PgMP/RMP certification
– Stretch assignments
27
Resource Skills and Competencies
• A worldwide resource skills database
• Contains resource experience, competency, certifications, availability, location
28
Investment in
skills,
competencies, and
experience of
global project
resources
Agenda
• Emerson and Canada Engineering Center Overview
• Organizational Alignment
• Team Development
• Project Management & Quality Management
• Performance Metrics
• Continual Improvement
29
CEC Project Management Approach
Safety Management
Resource Management
Change Management
Quality Management
Financial Management
Contract Management
Customer/Stakeholder Management
Risk/Opportunity Management
Business Development Engagement
Project Execution
Plan
HSSE Plan
Communication Plan
Supply Chain Management
Plan
Project Controls Plan
Risk Management
Plan
Quality Plan
Document Control Plan
Integrated Change
Management Plan
Plan! Plan!
Plan!
Execute
Continual
Learning &
Improvements
Project Management Office (PMO)
Emerson
Worldwide
Standard
Project
Management
Operating
Procedures
Proven
execution
methodology
Project Management Office (PMO)
Fully aligned
with PMI
PMBoK
Project Management – Planning
Designed
globally
Executed
locally
Project Management – Communications Planning
Workflows
Procedures
Templates
Tools
Project Quality Checklist - Scalability
PMO Project
processes and
deliverables are
scalable.
The PQC
establishes the
processes and
deliverables that
will apply to a
specific Project.
Assurance and Compliance
• All engineering centers are certified to ISO 9001:2015 Quality Management System
• Compliance to IEC 61511 for Safety Instrumented Systems is certified by TüV
• Majority of project managers are certified PMI PMPsQuality
Management
System and
Certifications
Drive Global
Consistency and
Reduce Risk
Project Quality Audits – Summary Report
Emerson Confidential
Project Quality Audits – Checklist
38
CEC Audit Metrics
Emerson Confidential
0
2
4
6
8
10
12
14
16
18
2013 2014 2015 2016
1
0
1 11
0 0 0
12
17
16
13
0 00
1
3
2
PSS/ISO/TUV SystemAudits
External CustomerAudits
Internal Project Audits
Supplier Audits
Process Audits
Agenda
• Emerson and Canada Engineering Center Overview
• Organizational Alignment
• Team Development
• Project Management & Quality Management
• Performance Metrics
• Continual Improvement
40
Project Metrics
• Revenue, Cost, GP
• Schedule and Progress
– SPI, CPI, EV, PI
• Resourcing and Utilization
• Change Management
• Safety
Monthly Project
Reviews
• Customer Satisfaction
• Team Member Satisfaction
• Risks & Opportunities
• Project Quality Audits
• Lessons Learned
2016 CEC Customer Satisfaction Survey
Operational
Excellence Goal
Achieve or
exceed prior
year Customer
Satisfaction
Survey average
score
87%
95%
80%
88% 87%
96%
80%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Project A Project B Project C Project D Project E Project F Project G
% Satisfaction Overall Average Target
Survey Categories
Project Mgmt/Ctrl
Relationship/Soft
Technical Strength
Strategic Agility
Products/Systems
Customer Allegiance
82% 83% 83%
50%
60%
70%
80%
90%
100%
2014 2015 2016
Annual Customer Satisfaction Survey Results
Projects Surveyed = 7, Customers Surveyed = 19Overall Average = 83%, Target = 85%
Customer Loyalty
Company
Project Team Surveys
Emerson Confidential
78 80 82 84 86 88 90 92
Project Planning
Role Clarity
Team Work
Project Execution
Overall Satisfaction
Communications
Recognition
Personal Growth
Overall Score
90.7
90.0
90.0
89.5
88.9
88.6
86.6
82.5
88.3
Project Team Surveys
Emerson Confidential
3
2
4
1 1 1 1
5
4
2
1 1
3
4
2 2 2
1
4 4
3
1 1
0
2
4
6
91-100 % 81-90 % 71-80 % 61-70 % 51-60 % 41-50 % 31-40 % 21-30 % 11-20 % 0-10 %
Time given for other corporate initiatives/personal growth Received feedback on performance
Opportunity to learn & grow PM or Technical Lead discussed my progress/performance
Agenda
• Emerson and Canada Engineering Center Overview
• Organizational Alignment
• Team Development
• Project Management & Quality Management
• Performance Metrics
• Continual Improvement
46
Continual Improvement
• Performance Objectives
• Communities of Practice (CoP) Team Initiatives
• Global PMO
• Continual Improvement Council
• Project Audits and Corrective Actions
• Customer Satisfaction and Loyalty Assessments
• Project Lessons Learned
We strive for
continual
improvement
across our
organization
Communities of Practice
Emerson Confidential
Lessons Learned
49
Summary
Project Management Excellence elements:
• A proven model – PMI PMBoK
• Organizational alignment - Leadership
• Frequent and consistent communication
• Competent people – Talent Management
• Quality Management System
• Measuring performance
• Continual improvement culture
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