1. Managing Change Through Implementation
Break-Out Session
Implementation Strategy Committee
Moderator: Tracie Griffitt – Jacobs

2. The ability to implement projects successfully in the next 25 years will change due to the following trends:
Globalization
A Changing Workforce
Evolving Technology
New Markets
Project Delivery Updates
New Social/Political Climates

3. WHAT CAN CII DO FOR YOU??? CII has developed tools that will allow you to quickly address these trends and continue to improve project performance and enhance your organization’s bottom line growth

4. The Implementation Strategy Committee (ISC) is here to lend a hand!!!
ISC Vision:
Establish the CII knowledge base
as an indispensable resource to our members
to integrate
Their work practices
Their communication
Manage their change in everyday work activities
ISC Mission:
Engage members to implement CII practices
Promote participation in activities and utilization of knowledge to implement work practices and manage change

5. The ISC can help you make the most of CII products and tools, including:
Best Practices
Alignment
Partnering
Pre-Project Planning
Team Building
Constructability
Lessons Learned
Disputes Prevention
Materials Management
Planning for Startup
Zero Accidents Techniques
Quality Management
Change Management

6. Performance Improvement Workshops (PIW’s)
October 27-29, Chicago, Illinois
Implementation Guide (IR166-3)
Support your company-assigned Implementation Champions (IC’s)
ISC Point of Contact/Mentoring
IC Toolkit

7. Implementation journey overview and best practices showcase by CII ISC Members

8. Case Study: One Company’s Implementation Journey
“Perspective of an ISC member”
Maria De Isasi, AIA

9. The CII Implementation Model
Celebrate Success
Measure Results
Product Implementation
Products Training
Product Champions/Review Board
Implementation Plan and Goals
Self Audit
Corporate Implementation Champion
Corporate Commitment
CII Products
CII Support
Benefit/Cost Data

10. Implementation Plan and Goals
MORE Guidance on CII Implementation
Implementation Plan and Goals

11. Early Phases of Implementation
Self-Audit:
Implementation: interviews with project leaders
Training and participation in best practice organizations
Metrics review
Needs Analysis:
Review of existing operations audits and reports
Staff survey, interviews, and feedback
Matched needs to best practices
Report of findings distributed in January 2008

12. Successful Implementation
Some Pointers:
Must understand organizational culture when managing change
Listen, gather data, and then take the “path of least resistance” – need a success early on
Select Best Practices based on an organization’s needs
Understand significance of timing: coordinate your program with other initiatives (avoid competing for resources)
Find projects and partners in implementation
May need to take some calculated risks – can do some amount of backtracking and re-organizing

13. “Perspective of an IC & ISC member” Martin Smith
Case Study: Implementation of CII Zero Accidents Techniques: a contractor’s perspective
“Perspective of an IC & ISC member”
Martin Smith

14. What are the techniques ?
Five high impact techniques:
Pre-project & Pre-task planning
Safety Orientation & training
Recognition & award program
Health risk assessment program
Accident & incident investigation

15. Practical steps to implementation ?
Identify team of topic experts.
Plan roll-out – schedule (6 month window)
Translate CII research into practical take away points i.e. content
Integrate with own systems – add practical examples of documents
Add “pull” – need to read e.g. cartoons
Production of material
Launch – typically at Xmas function
Training roll-out
Measure
Re-evaluate effectiveness & adopt
Incident Investigation
Proper incident investigation can prevent future accidents

16. All incidents must be reported – even if no one was injured!
Example of Content
Incidents are Formally Reported
All incidents must be reported – even if no one was injured!

17. Measure Results Qualifications: 2005 major general SHE drive
CII ZAT only introduced in month 12
Most techniques were in place
CII ZAT awareness assisted drive
Months introduced upswing
in workload
Month fabrication facility added
DIFR = Disabling Injury Frequency Rate (DI’s /1,000,000 man-hours)
= Lost Time Incidents x 1,000,000 / actual man-hours worked

18. Key Notes YOU ARE A MEMBER – USE THE EXPERTISE AVAILABLE !
Appoint an Implementation Champion (IC)
Attend the Performance Improvement Workshops (PIW)
Use the Implementation Strategy Committee (ISC) members to assist your IC – each has been assigned a mentor within the ISC committee
Use CII website & functionality to your benefit
Use the Implementation Guide IR166-3
Talk to other IC’s

19. “Perspective of an ISC member” Vikas Moharir
Case Study Partnering DuPont-JBEK, A successful Partnering Alliance since 1994
“Perspective of an ISC member”
Vikas Moharir

20. CII – Partnering Process Model
Owner’s Internal Alignment
Partner Selection
Partnering Relationship
Project Alignment
Workprocess Alignment

21. The Partnership Focus Total Project Lifecycle Requirements
Adding Value
Product
CLIENT
Operation
PARTNERSHIP
Focus
Start-Up
Integrated Team
Risk Sharing
EPC Approach
Value Engineering
Constructability
Business Objectives
Project Objectives
Project Strategies
Construction
Procurement
Engineering
Definition
Pre-Project

22. Linkage of Contractor Strategic and Control levels to Owner Project Models
EXECUTION
CONTROL
STRATEGIC
SPECIFIC WORKPROCESSES,
SYSTEMS AND PROCEDURES
Phase 1 – Feasibility & Concept
Stage 1A
Appraisal
Stage 1B
Feasibility
Study
Stage 1C
Concept
Stage 1D
Definition
Owner 2
Owner 1
FEL 1
FEL 2
Appraise
Select
Contractor
Stage 2A System Definition
Stage 2B
System Design Definition
Stage 2C
Global Design
Phase 2 – System Definition
FEL 3
Define
Execute
Project Implementation
Stage 3A Detail Design & subcontr
Stage 3B
Pre-fab. & Manuf.
Stage 3C
Fabrication
Phase 3 – Detailing & Fabrication
Stage 4A Transport and Positioning
Stage 4B Assembly
Stage 4C
Mechanical Completion
Phase 4 – Assembly & Erection
Strategic
Control
Phase 5 – System Completion
Stage 5A
Commissioning
Stage 5B
Off Shore
Installation
Stage 5C
Start Up
Stage 5D
Take Over
Facility Operation
Operate

23. MEASURING VALUE Performance metrics
Documented cost savings, process improvements, etc.
Customer satisfaction surveys
Continuous improvement process

24. MEASURE RESULTS Total Project Cost reduced by 10%
Value Engineering Savings increased 337%
Project duration reduced 20%
Rework reduced 50%
Results documented by CII through Partnering Relationships

25. CII’s key factors for Partnering Success
Establishing Trust
Getting top management’s support
Establishing win-win objectives
Addressing internal barriers
Getting champion to direct the process
Developing measures, linked to process

26. CII – Available support around Partnering
Training
TAL-102 – Online Education
Implementation Resource
IR 102
Education Modules
EM 102
Research Summaries
RS 102
CII Community of Practice – Partnering
Kim Allen Moderator
Implementation Strategy Committee (ISC)

27. Case Study: Front End Planning Why Not ?
“Perspective of an ISC member”
W. Scott Cameron

28. Why is it we never have enough time to do it right the first time, but plenty of time to do it over again ?
PLANNING !

29. What is Pre-Project Planning ?
Owner Driven
Complex process adapted to meet business needs
Alignment of Stakeholders

30. Pre-Project Planning Sub-Processes
Organize the pre-project planning effort
Define and select alternatives
Develop a project definition package
Decide whether to proceed

31. Case Study National Product Expansion
5 Sites – 2 sites defined at time of funding
Cost - $5-10Million per site
Schedule
Site #1 – Start-up 18 weeks from funding
Site #5 – Start-up 32 weeks from funding
Scope – “Identical” process and packing components modified to fit existing facilities. Site specific utilities

32. In Summary
Use the tools, best practices, and human capital available to you as a CII member
Best Practice Pre-Project Planning
Pre-Project Planning Alignment Thermometer
Project Definition Rating Index (PDRI)
Building Projects
Industrial Projects
Establish an Implementation Champion (IC) and empower them to leverage the CII knowledge.

33. REMEMBER… Utilizing the right tools can significantly improve your organization’s ability to address change, improve project performance and do the job right!

34. Improve YOUR project performance,
Final Thoughts…
Assign an Implementation Champion (IC)
Utilize the CII tools and best practices
Improve YOUR project performance,
Improve YOUR ability to tackle change,
Enhance YOUR bottom line growth!

35. Panelist Discussion