1. BC Hydro Project Management Community of Practice (PM CoP)
Al Geissler, P. Eng., PMP
PMI CWCC
March 16, 2011

2. Introduction
Background
Created PM CoP
1980’s - Impact of the 1981 recession
Mid 1980’s -Restructuring and a new focus
Upgrade of the electrical system
Revitalization of various CoP’s
2007 – added resource support to PM CoP
2009 – increased the PM CoP mandate
OPM3 formal recognition of PM CoP

3. What is a Community of Practice? (CoP)
An organization that is formed to improve an individual’s ability, and their respective organizations ability, to deliver specific products.
Used to Identify common issues of importance and to discuss potential solutions
Most Project Managers have started a Project Management CoP and did not realize it

4. BC Hydro’s PM CoP Purpose and Objectives
…encourage our staff to identify, share and implement best and innovative practices for the purpose of enhancing our overall ability to deliver specific products that are linked to BC Hydro’s vision and objectives.

5. How do we accomplish this purpose?
By:
Identifying common issues of importance and discussing potential solutions
Sharing long term plans for the discipline
Providing collegial support for each other
Encouraging a mentoring culture and providing support
Raising the profile of project management
Seeking ways to increase the value of the practice to the company

6. Three key ingredients to succeed
First, practitioners must see a need for a PM CoP and see the value that it creates
Secondly, a senior level sponsor is needed who shares the overall vision
Thirdly, the organization needs an enthusiastic person who is willing to lead and organize the effort

7. In summary
Our Project Management Community of Practice is an effective communications and collaboration tool that improves an individuals ability and the organizations ability to deliver Quality products within scope, on time and on budget.

8. Words of Caution
Keep “Community” as the focus
The Community must have a sense of ownership
The Community must not be seen as “one person”
Willing volunteers are very important and process burden or micro management destroys volunteers

9. Powering BC with clean, reliable energy for generations
BC Hydro’s Vision:
Powering BC with clean, reliable energy for generations
Project Managers and their respective teams must keep BC Hydro’s Vision and associated objectives in mind during all aspects of Project Management particularly in “long term planning”
Our PM CoP is a perfect venue to share experiences and knowledge in this regard.

10. BC Hydro Objectives
Safely keep the lights on – reliably meet the electricity needs of our customers through integrated planning, technology and safely operating, maintaining and advancing our system.
Mind our Footprint – Create a sustainable energy future in BC by carefully managing our impacts on the environment and fostering an energy conservation and efficiency culture.
Succeed through Relationships – Gain support for our work by building trusted relationships with customers, suppliers, First Nations and the communities we serve.

11. Objectives
Foster Economic Development - Foster economic development opportunities across BC through our projects, practices and advancement of the clean energy sector.
Maintain Competitive Rates – Deliver value for British Columbia and maintain competitive rates by efficiently and responsibly managing our business.
Engage a Safe & Empowered Team – Empower a team that is innovative, prepared for the future and committed to safety.

12. Combined
Our vision and these objectives form the barometer of the work we all undertake every day as Project Managers
Our PM CoP helps Project Manager’s maintain the links to the barometer

13. Business Drivers Demand on resources Increased Workload
Business Drivers – vision and objectives
Retirements – loss of knowledge; Lack of training; New people
Influences
Quality & Consistency
Employee Productivity

14. Who is the “Community”? 98% Internal membership -Generation
-Transmission
-Distribution
Champions & Resources
Internal and external
Canadian Electrical Utilities Project Management Networking Group
Potential members throughout BC Hydro

15. Methods used
Lunch and Learn sessions
Develop and deliver courses and workshops
Showcase engineering, project management and technology
Keep communications activity regular and current
Provide opportunities to network and establish exceptional working relationships.
Project Management Boot Camps
Orientation for new or ‘transferred in’ employees
Mentorship Program

16. Specific examples – to name just a few
PMP certification training
Stakeholder engagement
Working effectively with Aboriginal People
Effective Business Case Writing
Risk Management
Structured Decision Making
Facility tours
PM Boot Camps
Mentorship Program

17. PM Boot Camps – two objectives
Get new employees up to speed on our Project & Service Delivery Practices quickly
Build or enhance an individuals network of key contacts.

18. Boot Camp session design
Session design evolved and now follows:
3 half day sessions during the first week
2 tours of BC Hydro facilities within the Lower Mainland during the second week
5 half day sessions during the third week
Follow-up sessions are scheduled for each participant to expand and present on topics covered during Boot Camp. (Brown Bag lunches)
7 sessions to date
20 people in each session

19. Mentoring
Mentorship is provided to all who wish to have a mentor assigned within those involved in the delivery of Capital Projects.
PM’s, Technologists, Work Package Leaders, others
Mentorship is coordinated through the PM CoP lead

20. Project Management Advisor
Works as a highly valued general coach and mentor
Independently reviews Project Plans and other related project documentation
Develops and delivers some key training

21. Professional Development (PDU’s)
Designed to provide up to 20 PDU’s per year.
PMP’s deliver their own presentations
We met with local CWCC representatives to ensure our activity met PDU requirements
BC Hydro and CWCC representatives met with APEGBC to ensure alignment with their CPD
Created a PDU quick reference card to:
Assist on-line registration of PDU’s
Help recruit volunteers to present at PM CoP sessions

22. Future
2012: We plan to:
Expand community participation through live meetings
Provide easier access to
Collaborative tools
Easier access to project information
Easier access to lessons learned
Enhance our mentorship program

23. Summary
Many BC Hydro employees have come to realize the immense value of sharing and learning from the experience of others.
Getting Project Managers and other project team members to share their experiences is no longer a big issue.
We can all read “lessons learned” in project completion reports, but nothing trumps the learning from hearing and discussing issues in an open forum with the person who was directly involved. 23

24. Thank you for your interest in this topic.
Questions?
Thank you for your interest in this topic.
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