2. WORKSHOP APRIL 5 TH 2014 TOPICS:TEAMBUILDING, PERFORMANCE CONVERSATIONS, LEADERSHIP. LEADERSHIP.

3. 2.DRILL IN GROUP DECISION-MAKING TECHNIQUES 3.GAIN INSIGHTS INTO EFFECTIVE PERFORMANCE DIALOGS 1.CULTIVATE TEAM SPIRIT OBJECTIVES 4.SPREAD THE QUALITIES OF MODEL LEADERSHIP SLIDE 2 OF 15

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5. TEAM TOOLS 1. WHY ARE TOOLS NEEDED? 1.TO FOCUS TEAM WORKING SESSIONS. 2.TO PROMOTE FULL TEAM PARTICIPATION. 3.FOR EFFICIENT USE OF TEAM ENERGY & TIME. 4.TO DOCUMENT RESULTS OF TEAM WORKING SESSION. 2. WHAT TYPES OF TOOLS ARE NEEDED? 1.IDEA GENERATION TECHNIQUES. 2.CATEGORIZATION & SORTING TECHNIQUES. 3.PRIORIZATION & RANKING TECHNIQUES SLIDE 4 OF 15

6. RANK INPUTSTOOLS & TECHNIQUESOUTPUTS NAMEΩ Ω Ω 1 OPA38Expert Judgement28Project Doc. Updates32 2 EEF27Meetings17PM-Plan Updates18 3 PM-Plan23Analytical Techniques7Change Requests16 4 Risk Register11Reserve Analysis5OPA Updates14 5 Work Performance Data9Grp Decision-Making Techn.4Work Performance Info9 6 Project Charter8Communication Methods3EEF Updates2 7 Schedule Mgt Plan7Information Mgt Systems3 8 Stakeholder Register7Interpersonal Skills3 9 Requirements Documentat.6Leads & Lags3 10 Scope Baseline5Project Mgt Software3 TOP 10 PMBOK[V5] ITTOs SLIDE 5 OF 15

7. COMMON TOOLS & TECHNIQUES 1.BRAINSTORMING (AT KICK-OFF & IN-BETWEEN): 1.A CREATIVITY TECHNIQUE. 2.REQUIRES PARTICIPATION OF RELEVANT STAKEHOLDERS. 3.REQUIRES COMMITMENT TO NON-BIASED & HONEST EXPRESSION OF IDEAS. 4.NO ONE INDIVIDUAL SHOULD DOMINATE THE GROUP. 3.ISHIKAWA FISHBONE (TO IDENTIFY ISSUE ROOT CAUSES): 1.CURRENT ASSESSMENT TECHNIQUE: 2.FISHBONE REPRESENTATION OF ALL POSSIBLE CAUSES & SUB-CAUSES. 3.A STRUCTURED APPROACH TO IDENTIFY ROOT CAUSES. 4.TYPICAL ROOTS: People, Policy, Method, Organization, Environment, Equipment … 5.OUTCOMES ARE IMPACTS OF THE RISK ON OBJECTIVES. 6.KEEP IT SIMPLE, MAXIMUM 2 TO 3 LEVELS 2.QUESTIONNAIRES/CHECKLISTS (TO UNDERSTAND THE SUBJECT): 1.A HISTORICAL REVIEW TECHNIQUE. 2.VERIFIES IF PREVIOUS EXPERIENCE CAN BE MADE USE OF. 3.STAKEHOLDERS SHOULD BE BRIEFED IN DETAIL ABOUT THE PROCESS 4.IT IS IMPORTANT TO FOCUS ON RELEVANT QUESTIONNAIRE ITEMS. 5.THE QUESTIONNAIRE MIGHT NOT COVER ALL RELEVANT FACTORS. SLIDE 6 OF 15

8. 4.NOMINAL GROUP TECHNIQUE (PRIORITIZING): 1.A CREATIVITY TECHNIQUE. 2.A TYPE OF BRAINSTORMING WHERE PARTICIPANTS KNOW EACH OTHER. 3.IDEAS ARE SUBMITTED TO A FACILITATOR AS WRITTEN LISTS. 4.ALL IDEAS ARE PRESENTED TO THE GROUP & MORE IDEAS COLLECTED. 5.CAN CAUSE FRUSTRATION TO THOSE WHO FIND THE PROCESS TOO SLOW. 6.COMPARATIVE PRIORITIZATION MATRIX (PRIORITIZING): : 1.ASSISTS IN DEVELOPING A RELATIVE WEIGHTING OF SOLUTIONS. 2.ASSISTS IN THE CREATION OF AN OVERALL PRIORITY LIST. 3.AN EXPERT FACILITATOR IN SETTING PRIORITIES AMONGST SOLUTIONS. 4.DIFFICULT GATHERING INFO ABOUT PAIRWISE COMPARISONS OF SOLUTIONS. 5.DELPHI TECHNIQUE - EXPERTS (PRIORITIZING): 1.A CREATIVITY TECHNIQUE INVOLVING EXPERTS. 2.INVOLVES SUBJECT MATTER EXPERTS UNKOWN TO ONE ANOTHER 3.REPEATED COLLECTION & CONSOLIDATION OF IDEAS TO EXHAUSTION. 4.CAN BE TIME CONSUMING & HIGHLY DEPENDS ON EXPERTISE OF EXPERTS. PRIORITIZATION TOOLS & TECHNIQUES SLIDE 7 OF 15

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10. Maintenance productivity has declined and work backlog is increasing People ProceduresPolicies Plant No material reservations Storeroom is inadequate Staff not properly motivated Staff not properly trained Organization structure is inadequate Work planning/management process poorly designed Stores is too far from unit 4 Tag-out process not planned Org is function based – not process based Maintenance policies ineffective Policy unclear/ inadequate Policies Not Enforced Counter is too small Plant systems/equipment poorly designed WMS system inadequate WMS does not integrate w/Inv system Daily plan horizon too short Stores not staffed/organized for peak demand ISHIKAWA FISHBONE DIAGRAM EXAMPLE SLIDE 9 OF 15

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16. 15 THANKS BY: NGONE NGEH AES SONEL SLIDE 15 OF 15