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JMW Proposal to Balfour Beatty Vinci JV forHS2 Support to Collaboration for High Performance

December 1, 2017by

Dan Spiwack, JMW PartnerLainie Heneghan, JMW Senior Associate

I. INTRODUCTION

This proposal is prepared in response to an invitation from the Balfour Beatty Vinci Joint Venture (“BBV”) for possible scopes of support to leverage collaboration for high performance on their work with the High Speed 2 (“HS2”) rail project. The proposal below is meant to respond to the specific circumstances detailed in the Briefing Document, presenting JMW’s capabilities, approach and track record for helping capital projects deliver extraordinary results—high performance delivered through leadership and collaboration—and how that approach can be applied to BBV’s work on HS2 today and into the future.

II. JMW’s BACKGROUND WITH HIGH-PERFORMING CAPITAL PROJECTS

JMW’s work with capital projects started over 30 years ago and over time has encompassed support to more than 75 capital projects in a variety of industries—oil and gas, transportation, water, power, mining and others. Our support to these projects has always begun with the recognition that from a statistical perspective, the majority of capital projects will fail to meet at least one of their critical objectives—schedule, cost, quality or HSE performance—and then builds on our fundamental conviction that this does not need to be the case at all. By providing JMW’s uniquely empowering approach to project leadership, the vast majority of the projects we have supported not only met their key objectives, but exceeded them in significant ways. (Examples of these projects and results are included in the Appendices 3 & 4.)

JMW’s support to capital projects began with efforts in the oil and gas industry, focused on bringing previously uneconomic projects to FID and successful execution. One of these original projects was the development of BP’s Andrew field in the North Sea. Andrew was an asset that had languished in early stage development for nearly 20 years, never finding a project design that could produce satisfactory returns. BP then employed JMW’s support and methodology to build a new and highly collaborative relationship between their team and the key contractors. Through these collaborative efforts, the cross-company project team innovated unprecedented construction and commercial models supported by breakthrough team practices that not only allowed the project to be built economically, but delivered it six months ahead of schedule and at 80% of the budgeted cost. These paradigm-altering results were captured in a book written about the Andrew project, No Business as Usual by Terry Knott.

As word spread about these early successes, JMW’s support to capital projects proliferated in the energy industry and began to cross over into other sectors and multiple geographies. Our distinctive approach to supporting high-performing collaborative projects was applied heavily in the Australian public infrastructure sector for the better part of a decade, during which time JMW’s methodology helped the “alliancing” commercial model transform from a difficult to implement theory into a highly successful and repeatable approach to producing exceptional project performance—with clients repeatedly delivering industry-award winning results.

Through that work, JMW became known as the leading expert on collaborative and alliance style approaches to project formulation and execution. That expertise was summarised in an article written by Deborah Kiers, JMW Partner & Managing Director Asia Pacific, “Alliance Competence: Key Capabilities for Success,” appearing in the APPEA Journal in 2001. That article continues to be requested and referenced by many in the industry today.

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JMW Proposal to Balfour Beatty Vinci JV for HS2 Support to Collaboration for High Performance

JMW has continued to expand its capital projects practice. In more recent years, we have seen a growing representation of projects in the water infrastructure, mining and energy infrastructure markets. Our continued learning and the growth of our experience and expertise with these capital projects has been embodied in an expanding catalogue of articles written in the last three years by JMW staff, featured on online sites such as projecttimes.com, wateronline.com and Water & Wastes Digest (wwdmag.com). (A selection of those articles with links to them are listed in Appendix 5.)

III. JMW’s MODEL FOR HIGH-PERFORMING PROJECTS

JMW’s ability to help capital project teams repeatedly deliver exceptional results relies on a model we have developed for catalysing and fostering high performance from project leaders and their teams. This model has been developed from a perspective we have held over the long-term that the human element of project delivery is the most potent factor for leveraging high performance. Industry research has more recently validated that perspective, with Credit Suisse stating in 2014 that it is the softer skills such as people, organization, and governance that are responsible for 65% of delays and missing targets.

JMW’s Model for High Performing Projects consists of

(2) Confidential and Proprietary jmw.com

C. MANAGEMENT STRUCTURES TO SUPPORT DELIVERY

Collaborative ways of working together

Agreed upon long-term and short-term

objectives

A clearly shared vision for project

success

A common language for commitment and

performance

Authentic communication &

relationships


A. Foundational Premise of Performance

JMW’s Foundational Premise of Performance is this: People will take action consistent with the way they see the world. Or said another way, people will follow their perceptions of the circumstances around them, more than any reality of their situation, and have their actions determined by those often-unexamined perceptions—including their embedded experience, prejudices and mindsets. When people see a goal as possible to achieve, they will act and behave accordingly; likewise, when people have a mindset that a particular goal is impossible or unreasonable to reach, or is not shared by all partners and stakeholders, their actions will follow—making it highly unlikely that they will act collaboratively or deliver on that particular goal.

Only action has a direct impact on results. To produce new levels of performance on projects, project leaders need to both demonstrate and elicit a new range of effective action. Because perception so powerfully shapes and determines people’s action and therefore performance, a change in perception on the team will produce a corresponding change in behavior and action. The remainder of this model points to a number of important ways that perceptions can be influenced and aligned on by project leaders to create a truly collaborative project environment producing high performance outcomes.

B. Five Conditions for Collaborative Project High Performance

JMW has identified five key conditions to create in a project environment that will most directly support the powerful alignment of perceptions towards high performance. At the heart of all five conditions is the perspective that all human perceptions, interactions and even actions take place in—or are fundamentally shaped by—the medium of language, or communication; with oneself or with others. Any interactive work gets done through communication. Creating an environment for project high performance, therefore, takes place in that medium—and we say the creation of these five conditions is a product of elevating leadership capability for utilising language and communication to those ends.

1. Authentic Communication and Relationships

What often goes unrecognised in work environments in general, and most certainly in capital project environments, is that communication between individuals and teams is subject to an extraordinary level of conscious and unconscious filtering and editing. While some degree of filtering of one’s thinking is certainly productive, this filtering and editing has people say what they think will get them what they want or need from others, or protects their interests from threats from others, individually or as part of a team—often distorting in public conversations what they actually believe or think.

Much of the time, people are not straight in their communications with each other. They will make commitments they don’t think they can keep. Or they will under-promise so as to appear they are over-delivering. Contractors will say what they think the Owners want to hear, not what they really think. People will harbour private negative opinions about other people or teams, and often share those opinions behind the scenes (gossip) to build a type of quiet consensus against those people or teams. They will accept commitments from others that they don’t believe will be delivered, with a mindset of “we shall see…” rather than engaging in constructively challenging dialogue.

This condition in a project environment, which we summarize as a lack of authentic communication and relationship, must be transformed for project high performance to be achievable. This transformation becomes possible when project leaders begin to create an environment which recognises the critical importance of communication and leadership language, and which values the power of “saying what you mean and meaning what you say” in developing a highly collaborative project endeavour.



In support of creating that authentic environment in a project team, JMW introduces communication tools which allow for individual and team mindsets, opinions and prejudices which are living in private and “backroom” conversations—and particularly those which may be detrimental to collaborative progress—to be brought to the foreground of team discussions in a safe and constructive way. These tools allow the team to bring closure to issues based in past negative experience that may be blocking the way to maximizing collaborative thinking and behaviours.

Application to BBV HS2As indicated in your Briefing Document, there are multiple organisations involved with the execution of BBV’s work on this project, from the four organisations within the BBV JV, to your work with the two companies in the DJV, as well as your critical relationship with the HS2 organisation itself. Across those many interfaces, you will need to, and be held accountable to ensure “there is a clear understanding of expected and acceptable attitudes and behaviour within the relationships that will foster the desired approach to openness, trust and mutual respect between the prospective collaborators and their stakeholder groups” (ISO 44001 5.3.2).

In our experience, real openness, trust and mutual respect is wholly dependent on creating the authentic environment for communication and relationship described above. In our work with your project, we will start by bringing as many of the players as possible from these various key relationships into structured and facilitated conversations that reveal and resolve any limiting biases or baggage from personal or organisational history, establishing a true respect for what is of greatest importance to each organisation involved in this collaboration, and creating a sustainable environment in which it will be safe for all players to have “straight talk” discussions about the project.

2. A Common Language for Commitment and Performance

In your Briefing Document, you have repeatedly emphasized the importance of developing clearly understood, and, in some cases, shared goals for the project. We share the view that aligning on key goals for the project is a critical element of launching a high performing project team. However, the communication tools and practices generally available in a project environment are not sufficient for creating the desired alignment. Given the picture painted above regarding the usual lack of full authenticity and transparency in communications, commitments made are often misunderstood, misinterpreted, miscommunicated and the source of recurring conflict within project teams.

Once a project team has created an environment of authentic communication and relationships, JMW introduces another communication toolkit for formulating, aligning on and then implementing key commitments across all areas of the project and all project interfaces. This toolkit helps the project team bring far greater clarity and precision to what is being committed—from the highest level long-term commitments right down to the most immediate goals—as well as a set of very specific practices for how they will work collaboratively to support the successful delivery of those goals.

Application to BBV HS2Through various project team workshops and individual coaching, JMW will present this toolkit to as much of the project team as feasibly achievable – ideally touching all staff across the project at some point early in our work together. This communication toolkit of is extremely practical and potent, and can be immediately applied to everyday work habits and actions to deliver milestones – bringing far greater clarity to what is expected of each other across the many interfaces in the broader project team.



3. A Clearly Shared Vision for Project Success

With the conditions of authenticity and common leadership language established, the project team can then create a next critical condition for project high performance—a clearly articulated and fully owned and aligned-upon vision for project success into the longer-term future. These commitments have the quality of a shared “stand” for a higher purpose for the project. The vision should capture that sense of shared purpose while creating a sufficiently vivid picture of future success when that higher purpose is fulfilled. Importantly, this shared vision must speak to the separate concerns and priorities of each constituent group or company working on the project, while creating a shared purpose above and beyond the interests of any one constituent group.

When people can become authentically inspired about the future direction they see as possible for the project, one which they consider to be truly worthwhile, their perception and attitude about the project and their role in it can dramatically transform. Because people act based on their perceptions, when their perceptions change that way, their behaviors and actions will follow—including a willingness to behave in new ways more consistent with that new future.

Application to BBV HS2Sometimes, a project is started from a “blank sheet” regarding the articulation of this shared vision. In the case of BBV’s work on HS2, there are already two versions of vision that have been articulated – HS2’s vision “To Be a Catalyst for Growth Across Britain” and BBV’s vision “Working with HS2 and industry partners we will be transforming infrastructure for generations to come.” Both of these can be very powerful expressions of higher purpose; for them to be truly useful towards collaborative work on high performance, the broader project teams must have the opportunity to interact with and shape their relationship to these vision statements to reach a point of authentic ownership of them. JMW will bring our expertise at facilitating the creation of that ownership as a key foundational step in launching powerful collaborative efforts on the project.

4. Agreed-upon Long-Term and Short-Term Objectives

A project’s vision comes to life when the project team sees ways to work on fulfilling that vision. That happens most vividly when the project team sets objectives—often aspirational in nature—to be consistent with fulfilling a compelling vision. These objectives need to be a combination of longer-term goals—often set at a final delivery of the project or at a key stage gate—along with shorter-term goals, which guide near-term delivery of key milestones accomplishments on the way to the more visionary objectives.

Setting these objectives is most helpful to delivering project high performance when:

As much of the project team as possible is involved in the goal-setting conversations, so they have increased ownership of the goals that get set;

The goals are clear, specific and measurable; The goals are set in a “reverse engineered” manner—from an endpoint assuming success, then

working back to see the implications for delivery in the nearer term; and The goals provide “line of sight” connections for as much of the project team as possible to see

how their day-to-day work directly contributes to fulfilling the project’s vision.

JMW utilises the toolkit of common leadership language noted above to support and facilitate this process of the project team aligning on these critical shared objectives.



Application to BBV HS2For your work on HS2, the development of these visionary and milestone objectives has been started. For BBV, your senior most objective at this point is: “To be HS2's most valued and trusted long-term delivery partner”. You may well have other objectives established which are not specifically referenced in the Briefing Document. We will work together on these objectives, to ensure:

They fulfil on the project vision as it gets further clarified and owned;

They are formulated in more specific and measurable ways which catalyse action;

They have nearer-term reverse engineered milestone accomplishments to be achieved;

They take into account key stage gates, including the transition from Stage 1 to Stage 2 for Lots N1 and N2; and

They are owned by the broader project team.

We understand the HS2 organisation has also established a variety of high-level objectives expressed in ways such as: “HS2 will be a catalyst for sustained and balanced economic growth across the UK.” Given your stated intention to integrate your objectives with those of the HS2 organisation, we will need to take that into account as we develop the “roadmap” of key objectives towards the project vision.

5. Collaborative Ways of Working Together

Setting the project vision and agreeing on shared objectives provides the answer to “WHAT are we doing together?” Actually working on and delivering high performance outcomes consistent with a project vision requires more clarity about “HOW are we going to work together?” The conditions noted above establish a key foundation for answering that question: we will work with authentic, straight conversations and we will be very clear and explicit in establishing and communicating our commitments—including setting a clear project vision and performance objectives to fulfill it.

Creating a highly collaborative project team environment requires going beyond that powerful foundation. Most teams will have some set of identified “values” they intend to be guided by in their work together. These values may be stated as single word notions, or as principles. For these values to have an operative impact on behaviour and performance, they must be translated into specific practices that can be implemented (measurable things to DO) and managed—and often, selecting a few key practices to implement can be more productive than having a lengthy list which is difficult to remember and harder to manage.

Over the decades we have worked with high-performing project teams, we have found the following principles to be highly valuable in creating a collaborative project environment:

More inclusive is more effective. The more stakeholders you can involve in the formative stage of a project, the more buy-in they will have for what the project team creates and the more they will contribute.

Owning just your part is not good enough. The most impressive capital project successes my colleagues and I have seen consistently demonstrated a sense of collective accountability for the results. There has been a real sense of “us”—something to which everyone is contributing. As capital projects become more and more complex, it is critical for all groups to take ownership of the whole venture.

Intervene early and often. Delivering high performance is ultimately a test of how rapidly a project team can identify challenges to key deliverables and then bring an attitude of creativity with



practices to support innovative solutions to those challenges. This requires a transformation from a mindset that says problems are “bad” and to be covered up, to a mindset that pursues those problems as the frontier for breakthroughs.

Application to BBV HS2It is clear from the Briefing Document that you have given some real thought to the values which you intend to drive the behaviours and performance of the BBV HS2 team. You also emphasize the criticality of the more collaborative aspects of those values and behaviours as desired both by yourselves and by the HS2 organisation.

In our work with the project team, we will start by developing an understanding of how these values and the environment they foster must be in service of fulfilling the project vision. You do mention in the Briefing Document that while you are willing to do all that is called for by your contract, there are some questions regarding the return on time invested in all the required structures of collaboration. We will work to ensure that those questions get resolved between yourselves, the other MWCC contractors and the HS2 organisation, such that the work on collaboration clearly serves the business interests of all involved in the short-term and the long-term.

Beyond that foundational work, we will turn to the values you have identified as well as the ones we have noted above. We will work with you to select which few values would be of greatest help at this stage of the project if focused on in particular – and then we will support you in translating those principle level values into pragmatic, actionable, measurable practices that the team can begin implementing, learning from both success and failure at living those values.

C. Management Structures to Support Delivery

All organisational initiatives, and particularly those which are tied to an aspirational vision, require management structures to support their successful delivery. We have found that some of the most important management structures for project high performance are:

Integrating cascaded commitments into the project plan. It is important to display the key layered commitments made by teams and individuals in a way that demonstrates the inter-connectivity of those commitments and how they provide the “line of sight” connection noted above for people to see how their individual work contributes to achieving key project objectives. JMW provides the project with its proprietary Strategic Cascade™ tool to support the tracking of these key cascaded commitments and their assimilation into the overall integrated project plan.

Regular, inclusive progress checks. Capital projects usually have fairly well-established structures

for these types of checks; it is important that these progress checks follow the principle of being more inclusive, and that they are clearly tied to the progress towards the specific goals and milestones that have been agreed.

Tools and structures for intervention. To implement the principle of “Intervene Early and Often,” it is valuable to have specific tools and structures for creatively identifying key challenges and gaps, and addressing them with innovative thinking and approaches. JMW brings a variety of these tools and structures, built over many years of helping people actually “think outside the box” to produce breakthrough solutions.

Continually capturing learning. Many projects and organisations aspire to be “learning organisations,” though most fail to create the structures to identify learning and capture it in a way



that gets implemented in future project stages. JMW brings expertise in creating these conversations with the right people and ensuring commitments are made and implemented to turn learning into new capability and increased performance over time.

Application to BBV HS2The creation of these management structures generally follows the initial stages of creating the five conditions listed above. We see this as being consistent with the ISO 44001 Standards and can be incorporated into a Relationship Management Plan once we are clear about what that plan needs to include. JMW will work with the project team over time to ensure that these key structures are developed in a sufficient way, and that they are being implemented consistent with their design function. We will take advantage of incorporating any relevant existing management structures for the purposes listed above.

IV. JMW’s APPROACH TO SUPPORT FOR BBV HS2

JMW will design an engagement of support for BBV’s HS2 efforts which incorporates the elements of our Model for High-Performing Projects so you can leverage the human element of this project through the exercise of leadership, to deliver on the vision you hold for project success. As you review the elements of our model, we believe you will see that our deep experience and expertise in work with capital projects is precisely focused on the core issues you are aiming to address: relationship management, developing collaborative and high-performance environments and behaviours, and developing team activities to translate those relationships and behaviours into performance.

Engagement Design Principles

The development of the specific engagement design will be informed by the following:

Co-design with key stakeholders

JMW brings our experience with capital projects as a framework from which we design a customized solution for each specific project with which we work. That customized design will be developed in close collaboration with key stakeholders from your organisation. We will let you know what we believe is critical to establish in our Model for High-Performance Projects, and, we will also engage you very actively in ensuring that the model gets shaped in a way that fits optimally within the circumstances and culture of the BBV team and the overall HS2 programme.

Identification of the participants

Due to its scale, HS2 is a complex programme with many interfaces between different parts of the programme scope and the contracted companies working on those scopes. We believe BBV will need to proactively manage the relationships at least within these four lenses:

BBV JV Leadership: those of you working on the strategic future of the JV, both on HS2 and outside of it, above and beyond the specific HS2 scope you are currently working.

BBV HS2 Team: the team members from the BBV JV, as well as from the DJV, who are working full-time on delivering Stage 1 of Lot N1 and N2.

Other MWCC Organisations: the contractors accountable for delivering Stage 1 for the other five Lots making up the balance of the Main Works Civils contracts.

HS2 Organisation: the government entity created to support and oversee the development and delivery of this massive social investment.



JMW will work directly with you to determine how each of these groups may best participate in the activities of the engagement. We consider that the BBV HS2 team will likely be the primary group to work with, however, there will be many times when we may suggest including members from the three other groupings listed above, and possibly others beyond these. We believe it will be particularly important to ensure that the work of the BBV HS2 team is fully aligned with the strategic vision of the BBV JV Leadership and will include that as part of the work of the engagement.

Getting started powerfully

While JMW’s work with capital projects can take place anywhere from the earliest inception of a project right through to the final stages of delivery, we put a particular emphasis on getting a project, or a project stage, started powerfully—especially when a project is at its initial stages of development such as is the case with the BBV HS2 project. Getting the elements of the Model for High-Performing Projects established well at this early stage can reap significant, exponentially value-adding benefits as the project progresses—rather than needing to intervene mid-project or mid-stage to correct the “sins of the past”.

From this perspective, we strongly recommend beginning the work of this engagement as soon as possible in 2018, as the benefits of starting early will diminish with each passing month in which unintentional habits take form within the project team and between that team and its counterparts listed above.

Engagement Activities

JMW’s work with BBV HS2 will include the following types of activities employed to embed the Model for High-Performing Projects and produce the desired outcomes on the way to the project vision:

Cross-Team Workshops (generally 1 - 2 days)

JMW will design and facilitate workshops throughout this engagement, for different combinations of teams and team members, as needed. The workshops will provide a setting for JMW to engage the participants in the specific leadership and communications tools for project high performance, while also working real-time on the current project objectives and issues—from establishing all the foundation commitments for the project, to working on key interventions in challenges, to gathering and embedding learning and continuous improvement on the project. These workshops will always generate new commitments to be worked going forward.

Facilitated Team Meetings

The day-to-day business of any capital project is conducted in countless team meetings of all sizes and durations. JMW will help the project team identify which of these meetings have the greatest opportunity to influence the delivery of key milestone outcomes and address key challenges, all in service of ultimately achieving the project vision. For those select meetings, we will support the meeting convener in clarifying the intended outcomes from that meeting, and then designing a meeting most likely to achieve those outcomes. When useful, we will provide facilitation for the meeting to support its success.

Individual Coaching

JMW will provide individual coaching to a selection of project team leaders and key influencers, to be agreed with our client contact at BBV HS2. The purpose of this coaching is to ensure that these key players in the project team are taking effective action on the commitments made in the Cross-Team Workshops, as well as facilitated key team meetings, and putting into practice the principles for project high performance to which they have been introduced.



This coaching will take place both in formal coaching sessions and informal coaching conversations that take place in the course of day-to-day work. The formal coaching sessions will take place in person where logistically feasible; otherwise, they will be conducted via video or phone call.

Developing Leadership Capabilities

JMW views leadership as the effective creation and delivery of an aspirational future state—one that wasn’t likely to happen in the normal course of events. This version of leadership is not restricted to any particular individual or group within a project team. Rather, it is a view of leadership as a set of capabilities available to anyone on a project team, should they be committed to elevating their ability to deliver something beyond the expected.

JMW will always bring elements of developing leadership capabilities into our work with project teams, and we will do so as part of this engagement. Sometimes, that development is embedded in the activities listed above (workshops, facilitated meetings, individual coaching). At other times, we recommend that a project team (or part of a project team) take part in a more in-depth type of development experience together—to have the benefit of leadership growth not only individually but also as a collaborative team, with greater likelihood of the sustainability of the learning benefits over the long-term. As we develop our recommendations for an engagement with BBV HS2, we will determine whether we believe this type of more structured development experience would be beneficial to your ultimate outcomes.

Engagement Timeline

The specific timeline for JMW’s engagement with BBV HS2 will need to be developed through discussions with your key stakeholders. Appendix 1, “JMW Project Performance Launch Methodology,” presents a diagrammatic view of how we would implement an engagement design in four stages of work. Given the scale and scope of this project and programme, to allow sufficient opportunities to establish a powerful foundation for high performance we recommend that our initial engagement of work together be at least 6 months in duration, up to the full 18 months of Stage 1.

JMW Resources

This engagement will be conducted by JMW (UK) Limited, whose registered address is:

25 Farringdon StreetLondon, EC4A 4ABUnited Kingdom

Registered Number: 02953825

The Executive Accountable for this engagement will be Dan Spiwack, JMW Partner, based in Florida in the USA. The Lead Consultant will be Lainie Heneghan, JMW Senior Associate, based in Bath, England. Their CVs are included as Appendix 2. Both Dan and Lainie will be directly involved in the design and delivery of the activities in this engagement. Depending on the scope to be agreed with BBV, additional JMW resources based both in the UK and internationally will be integrated into the delivery team.

JMW follows a “leveraged” model for providing this type of support to our clients. By leveraged, we mean that JMW resources will not necessarily be present full-time throughout project development and execution; rather, JMW will locate resources within key conversations and gatherings in the project effort and with the key project leaders and influencers we are coaching. The level of resource required will be related to the scope and scale of the project and the nature of the specific formulation of the support we agree on together.

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APPENDIX 1 – JMW’s Project Performance Launch Methodology


APPENDIX 2a – Dan Spiwack

Dan Spiwack, JMW PartnerFor more than 20 years, Dan Spiwack has partnered with top executives and leadership teams as they take on some of the largest and most complex challenges in the world of business. He specializes in supporting executives with their most critical objectives, such as designing and implementing new corporate strategy, leading the transformation of both organizational performance and sustainable capability development, as well as delivering major projects ahead of expectations in the face of all challenges. Dan has supported the delivery of these key results in companies around the world, from the largest global firms to highly specialized regional and local companies.

In his role as one of JMW’s Partners, Dan heads up the company’s Capital Projects practice, which has brought the firm’s leading-edge technology to more than 75 major projects over the years in a range of sectors—including oil and gas, mining, and economic infrastructure. This practice continues to develop and deliver a methodology that supports capital project teams in defying the odds—delivering those projects at or ahead of targets for cost, schedule, and quality.

Dan’s clients have included companies such as BP, WorleyParsons, Roche Pharmaceuticals, Veresen, BHP Billiton, Finning International, Pembina Pipelines, Shionogi Pharmaceuticals, Saatchi & Saatchi Advertising, Talisman Energy, and Perpetual Energy.

His experience and expertise includes:

Supporting executives, leadership teams and organisations in the design and implementation of new strategies, and the pursuit of unprecedented performance targets

Design and management of large-scale breakthrough projects—organisational and capital programmes designed to deliver extraordinary performance

Executive coaching and counselling Conducting team interventions Design and delivery of leadership development programmes, from an organisation’s senior-most

levels to front-line management

The types of endeavours for which Dan offers coaching, programme leadership and consulting include:

Executives designing and implementing new strategies for their organisation Large-scale capital projects committed to extraordinary performance Companies and programme teams seeking organisational and cultural transformation in order to

deliver higher levels of productivity, profitability, and overall success Partnership-style ventures formed to achieve breakthrough results Organisations implementing new strategies In-depth engagements with executive and management teams designed to significantly elevate

results not only in terms of financial performance, but also in terms of key operational arenas such as safety and other regulated activities

Large-scale leadership development efforts involving hundreds of individuals within a given client organisation

Executives elevating the effectiveness of their leadership

SELECTED JMW CLIENT EXPERIENCE:



European International Integrated Oil Company

Leading JMW’s support to the integration of a newly acquired division into the parent company in this European-based international oil company. This engagement focused on the new division developing an aspirational strategy for its future performance, while building bridges to its new corporate parent and integrating in that company’s corporate culture. The division continues to develop new operating models appropriate for its new future, and is actively involved in engaging the broader division team in delivering on its multi-year aspirational goals for performance, which has begun to make material progress.

Diversified North American Energy Infrastructure Company

Led JMW’s support to the development and implementation of this company’s growth strategy, along with the leadership capabilities required to succeed with that strategy—including the development of $9bn infrastructure capital project. This work helped the company significantly expand and diversify its portfolio of assets, exceed expectations on performance and develop a new cadre of leaders. The company nearly doubled its market cap, and as a result entered into a friendly combination with another firm, delivering a share price increase of 50% to shareholders over the four-year life of this transformation programme.

Canadian Energy Infrastructure Firm

Partnered on the leadership of a comprehensive programme to accelerate a shift in strategy from steady income to aggressive growth while sustaining reliable income. Designed and delivered development programmes from the executive team to front-line supervisors. Supported the coaching and implementation of new planning processes. As a result of the programme, the company is now growing at faster rate than the industry and continues to produce superior financial results.

Global Energy Company – Frontier Division

Assisted this division in delivering on its commitments to develop and implement an operations management system and a safety and regulatory compliance system. Both systems were designed to create a transformational change in how this business operated in a frontier environment. Both were successfully installed, supporting the desired change in operating methodology and compliance.

Global Energy Company – Developing Country Division

Led the support to this division over six years, beginning with a focus on creating a breakthrough in the division’s “permit to operate” through its relationship with the country’s government and its people. This breakthrough was achieved, unleashing three-fold production growth over five years.

Supported a key capital project of this division through FEED and early detailed design engineering, with a focus on delivering a breakthrough project development and delivery model that built local capability. Based on this focus, the project was delivered on time and budget, while delivering unprecedented levels of local content and local fabrication. This project became a model for this company of a project designed and delivered in a developing economy environment.



Executive Coaching

Coached hundreds of senior and mid-level executives in elevating their leadership effectiveness, delivering extraordinary results, developing step-out strategies and engaging critical audiences inside and outside their organisations. Examples include coaching:

The Chief Executive Officer of an energy infrastructure company in transforming the strategy and growth trajectory of that firm

The Chief Executive Officer of an international agriculture and transportation equipment dealer in elevating the leadership performance of the company’s executives, implementing a new strategy to take the company to a next era of performance

The Executive Vice President & Managing Director of the US & Latin America division of a global engineering firm in transforming the leadership culture of that division and elevating it’s financial performance

The Chief Executive Officer of a rapidly growing new energy company in implementing a growth strategy that more than doubled the value of that company in one year

The General Manager of a large scale downstream oil manufacturing business in the redesign of that business to meet new challenges in a period of transition

Education

Master’s degree, Teachers College of Columbia University, 1986

Bachelor’s degree, Columbia College of Columbia University, 1983


APPENDIX 2b– Lainie Heneghan

Lainie Heneghan, Senior Associate ConsultantJMW UK, Limited

As a Senior Associate Consultant, Lainie Heneghan has over 20 years experience working with some of the world’s most successful leaders and executive teams in both public and private sectors and across a variety of industries. Clients include Network Rail, QinetiQ, NATS, Shell, BP, London Stock Exchange Group, P&G, DWP and Standard Life.

Lainie is an expert at working with business leaders and project teams to create high-performance cultures, improve team effectiveness, achieve unprecedented results and support powerful partnerships with internal and external stakeholders. Clients credit Lainie for taking creative approaches to her work.

Lainie’s consulting and executive coaching work includes multi-national and cross-cultural challenges in industries ranging from oil and gas to financial and transportation services. In addition, she supports client companies through customised client leadership development programmes such as JMW’s The Leader of the Future®, equipping leaders with the tools and approaches they need to pursue, deliver, and sustain high-performance results.

Lainie’s experience and areas of expertise include:

Working with business leaders and their direct reports to align and deliver on a new strategic direction for their business

Working with leadership teams in public and private partnerships to achieve breakthrough results Supporting organisations to build extraordinary relationships with internal and external

stakeholders Designing and delivering customised leadership development programmes which match a

company’s talent strategy to JMW’s high-performance approach Transforming the cultures of organisations to deliver higher levels of productivity, profitability and

overall success Executive and management coaching

As an example of Lainie’s impact, she helped one client transform from being on the brink of bankruptcy to turning its first-ever profit, increasing shareholder value by 700%, dramatically improving its safety and being voted the industry’s premier provider by its peers. In another example, Lainie supported the merger of two major financial institutions by running leadership assessments and development interventions designed to establish the right conditions for success.

SELECTED CLIENT ENGAGEMENTS INCLUDE:

Privatised Organisation (with Government Customers)

Working with leaders of a rail organisation to create a shift from lacklustre performance and low customer satisfaction to extraordinary financial growth, on-time project performance and a new level of collaboration with its key customer - a government agency.

Supported the senior leadership team in creating a high-performance culture, starting with leadership team, then working with multiple levels across geographies over several years to embed step-out performance.


APPENDIX 2b– Lainie Heneghan

Manufacturing

Supporting the senior leadership team of a manufacturing company in creating a high-performance culture throughout all levels of the organisation and across geographies that resulted in a step-change in performance.

Global Oil and Gas

Designing and delivering customised leadership programmes for leaders throughout this leading global oil company. In one initiative, the total value of breakthrough projects undertaken over a two-year period was estimated at 2 billion US$.

Executive Coaching

Coaching hundreds of senior and mid-level executives to elevate their leadership effectiveness, deliver extraordinary results, develop step-out strategies and engage critical audiences inside and outside their organisations.

Before joining JMW in 1995, Lainie held various positions with an international education firm, working largely in the United States, Europe and the Asia Pacific region.

She is a graduate of the University of Vermont and is fluent in both English and French. She is both an American and British citizen and lives in Bath.

Lainie’s articles “Radical Listening: Less Talk, More Leadership,” and “The Reluctant Leader: Uncovering the Hidden Resources in Your Organization” appeared in international business publications.


APPENDIX 3a– JMW Case Study: One Pump at a Time

JMW Case Study: One Pump at a TimeA capital project venture excels and wins over a community.

The Challenge

When new environmental regulations in a major metropolitan area prompted the need for a significant infrastructure overhaul, an Australian water authority had a massive challenge. Because of new rules for handling storm water, work crews would have to dig up and upgrade more than 200 underground sewage pump stations located in neighbourhoods throughout the city and suburbs. Most of the stations were located under people’s yards and gardens or under the roads in front of their houses. Consequently, the $900 million capital project initially met with strong community resistance because of the disruption to private property and local roads.

In light of the negative public reaction at the outset and regulatory pressure to complete the work within a tight time frame, leaders of the water agency decided to take an alliance approach to deliver the project. They agreed to share both risks and rewards with the construction firms that would partner in the work—with the intention of offering motivation for all parties to get the job done right, without controversy, and on schedule.

Although the pump stations being upgraded were located over divergent types of terrain, the construction tasks involved were relatively straightforward. What made the project complicated was community resistance that could jeopardise the pace and overall success of the undertaking.

The Work

The alliance engaged JMW for support in agreeing to a collaborative approach to executing the project that would help ensure meeting their targets. The work began with senior leaders in an effort to generate alignment around what success for the project meant for all involved, and what it would require.

In initial discussions, it became clear that community relations had conventionally been a peripheral part of such infrastructure efforts. In most cases, it was almost an afterthought addressed by a designated Community Relations Team disconnected from the actual work being done. Whenever members of the community were upset about a disruption caused by an infrastructure repair or alteration, there would be some sort of after-the-fact outreach in an attempt to appease people.

Over the course of discussions and development sessions facilitated by JMW, a decision was made to integrate community relations into the work being done by construction teams, and to elevate it as a key success factor. The alliance partners agreed that construction crews themselves would “own” the community relations component of the work versus having it continue to be a siloed aspect of the project considered after community members had registered complaints.

JMW supported senior leaders as they cascaded messaging about the alliance approach and the new community relations imperative throughout the ranks of the 700 people involved in the undertaking.

The Results

Unprecedented community support On-time delivery meeting all quality specifications $200 million under budget

As a result of the work, all stakeholders had a clear line of sight to the collective aspiration: An on-time, on-specification, on-budget system overhaul unimpeded by community resistance—one where the community’s concerns were a forethought versus an afterthought. Each of the 200 sewage pump upgrades became a project in and of itself—with new challenges based on the location and terrain, and unique resident concerns to address proactively.


APPENDIX 3b– JMW Case Study: Road Project Alliance Performs Beyond Precedent

JMW Case Study: Road Project Alliance Performs Beyond PrecedentA federal agency won a high-profile $800 million road upgrade project, then turned around and did something unexpected: decided to share the risks and rewards in its first-ever alliance approach.

With support from JMW, the project team galvanised around the new approach and the possibilities for high performance never before demonstrated in the region, exceeding all expectations and setting new standards for the country, the industry, and alliance contracting.

The Challenge

A government transportation agency received $800 million in federal funding for a portfolio of projects to upgrade a major road artery between two heavily travelled cities, with funding contingent on specific completion dates. The project would require a significantly more accelerated program of work than the agency had historically been successful in delivering.

The organisation had traditionally executed conventional contractor projects, but with mixed delivery in terms of overall performance, timelines, and costs. Given this history of mixed results and deadline pressure, the agency decided to take an alliance approach to a significant section of the highway project.

There were numerous logistical challenges, including a six-month delay in breaking ground on construction, federal heritage and environmental restrictions, and poor ground conditions exacerbated by a severe drought. To deliver on the alliance’s commitment, the key partners and a network of specialty subcontractors would have to collaborate and coordinate on large-scale earthworks, drainage, concrete paving, bridge-building, environmental management, and traffic management of one of the country’s busiest road freight routes.

The agency contracted with JMW to: (1) design and facilitate the selection process through which the alliance’s consortium of design and construction companies would be established; and (2) post-selection, to coach and facilitate the alliance team in the development and delivery of the project itself all the way through to completion and handover.

The Work

The JMW engagement involved a combination of work with key groups including the Alliance Management Team responsible for overseeing the delivery of the project, the Alliance Leadership Team composed of executives from each of the alliance partner organisations, and Senior Project Managers responsible for essential operational aspects of the delivery of the project such earthworks, paving, bridges and structures.

JMW also conducted a series of workshops for members of the broader team. At the front end of the project and regularly as new people came on board, JMW worked with alliance participants to cultivate a shared context and understanding of the project and to build a shared frame of reference around alliancing and the language of commitment. In addition, JMW provided regular on-site coaching from start to finish, an average of four days a month.

Far more significant than the structure of the work was the difference it made with the alliance participants, who became equipped to have the critical conversations necessary to resolve all issues within the alliance, making a regular practice of listening to and respecting the views of others, honouring commitments, and fully sharing knowledge, risk, and reward.

With a new, commonly held understanding that “the only way we can achieve outstanding rewards is by outstanding performance,” the project team made decisions and arrived at solutions intended to satisfy all of the committed results and objectives without compromising one for another.


APPENDIX 3b– JMW Case Study: Road Project Alliance Performs Beyond Precedent

The Results

The alliance performed beyond all expectations, meeting every requirement by broad margins. The project was completed well ahead of schedule, performing at levels that demonstrated approximately $37.6 million in savings for the federal government that would not have been realised if the agency had not utilised the alliance delivery method.

Additionally, the project teams used recycled water from a nearby paper mill for 50% of construction needs and rehabilitated a former landfill. In the words of a key alliance leader:

“We quickly formed a single, integrated team whose members developed their expertise and embraced new perspectives by collaborating to resolve challenges. The culture engendered trust and open communications through a no-blame, fix-it-first, best-for-project attitude.” The alliance’s unprecedented performance outcomes included:

Cost performance exceeding budgeted figure by double digits Defect-free completion of all work in all phases Delivery more than four months ahead of the federal government’s requirement date Quality that exceeded agency specifications, was rated by the government as “superior” across the

board, and led the agency to revise its technical standards for quality Outstanding scores in traffic and incident management through the construction phase Environmental management that earned an unprecedented total performance score of 38 on

a 1-to-20 scale that considers 20 “outstanding” A consistent five-day construction work week (where the convention is a six-day week), which

boosted morale, work quality, and contributed to high safety records

Awards and accolades including:

Recognition as a finalist in the country’s premier environmental award competition A “Highly Commended” award in the project management category in the national Engineering

Excellence competition, and recognition as a finalist in the Infrastructure Projects category A “Highly Commended” award at the nation’s Alliance Contracting Excellence Awards The country’s prestigious “Contractor of the Year” award for civil contracting, judged on construction

techniques and environmental and programme management


APPENDIX 4– JMW Capital Projects Experience

ISSUE ADDRESSED WHAT HAPPENS EXAMPLES OF RESULTS

Beating all reasonable expectations for delivering on key project targets – schedule, cost, quality, HSE.

Project teams get committed to and then produce the kinds of results that everyone is excited about… and build the capabilities required to deliver against the odds.

A $600MM offshore oil platform, had a history of failed development attempts for 20 years. Employing unusual alignment among partners on the project, it was delivered 6 months ahead of schedule, at 80% of agreed budget, on spec and beating HSE standards. Case Study

Building integrated project teams that perform

Owners and contractors, and teams across the disciplines, all come together around a common purpose, vision and approach to the project – working collaboratively with a step change in their effectiveness.

An $800m project to upgrade a major intercity road, challenged by its government sponsor to deliver faster and more effectively than any such prior project, took advantage of a highly integrated team approach to deliver the project 4 months ahead of schedule, with nearly $40m of cost savings and defect-free, award winning performance. Case Study

Aligning complex Joint Ventures, Partnerships and Alliances

Multiple owners and stakeholders of complex projects commit to their shared interest in project success and ensure their separate agendas don’t get in the way of their common goals.

A $640m highway bypass project with major geotechnical challenges employed an alliance methodology for five companies to work together to produce breakthrough performance. The project was delivered 7 months ahead of schedule and $100m under budget, while winning industry awards for excellence in innovation, workplace health and safety and alliance implementation. Case Study

Turning around under-performing projects

Obstacles and setbacks that could result in scope failures, cost overruns and schedule delays are removed. How people work together is transformed, as well as what they are focused on.

Two leading contractors on a $5bn processing facility project were very misaligned, missing key project milestones and falling nearly 3 months behind schedule. The companies got aligned on their shared commitments, accelerated key document generation, met all key deliverable deadlines and fully recovered the timeline to pass through a critical approval stage gate to construction. Case Study

Navigating and succeeding with complex or sensitive stakeholder issues

Key internal and external stakeholders (communities, regulators, etc.) become engaged to support both project development and their own interests. Project teams have greater understanding of stakeholders’ priorities, and are better equipped to address those in an effective manner.

An upgrade to a major metropolitan water system was threatened by community resistance to the work, as the work would significantly interfere with their road and sewer systems during construction. By taking a collaborative approach with community leaders and members, the project gained strong community support and was delivered on time – at $200m under the original $900m budget. Case Study

Delivering on high risk/high reward contracts

(i.e. lump sum, shared risk/reward)

The commercial terms and motivations become secondary to the focus on shared commitments to performance. Financial success and risk management are significantly enhanced by this performance driven approach.

An offshore oil platform being designed and built by the first alliance of its type in this country had a contract sharing risk and reward across the alliance partners. When a construction crisis put the project 3 months behind schedule, threatening all parties’ commercial stakes, they applied collaborative behaviour and methods to recover the project – which was delivered 3 months early and $50m under budget. Case Study

APPENDIX 5– Related Materials

Links to Related Materials

Launching A Project? That Means You’re Launching PerformanceDan Spiwack / www.projecttimes.com

Leading a Megaproject? Three Things to Know FirstCasey Freeman / www.projectmanagement.com


http://www.projectmanagement.com/

https://www.projectmanagement.com/articles/357349/Leading-a-Megaproject--Three-Things-to-Know-First

http://www.projecttimes.com/

https://www.projecttimes.com/articles/launching-a-project-that-means-you-re-launching-performance.html

https://www.projecttimes.com/articles/launching-a-project-that-means-you-re-launching-performance.html

APPENDIX 4– JMW Capital Projects Experience

Want To Lock In Project Success? Lead Your People ThereElizabeth Dorey / www.wateronline.com

Leadership: It’s Not About the WaterJane Hughes / www.wwdmag.com

Alliance Competence: Key Capabilities for SuccessDeb Kiers / APPEA Journal 2001


http://www.jmw.com/wp-content/uploads/2016/06/JMW_Key_Competencies_for_Alliance_Success_AS-PUBLISHED_APPEA.pdf

http://www.wwdmag.com/

http://www.wwdmag.com/editorialtopical/leadership-its-not-about-water

http://www.wateronline.com/

https://www.wateronline.com/doc/want-to-lock-in-project-success-lead-your-people-there-0001

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