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EVOLUTION SOLUTIONS

TALKING GOVERNANCE A Knowledge-Base Project Management Guideline. Adil Abdalla, Dubai, 2008. EVOLUTION SOLUTIONS. GENERAL PRINCIPLES. Governance is Concerned with Accountability and Responsibilities; It Describes how the Organization is Directed and Controlled.

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EVOLUTION SOLUTIONS

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  1. TALKING GOVERNANCE A Knowledge-Base Project Management Guideline Adil Abdalla, Dubai, 2008 EVOLUTION SOLUTIONS Talking Governance

  2. GENERAL PRINCIPLES Talking Governance

  3. Governance is Concerned with Accountability and Responsibilities; It Describes how the Organization is Directed and Controlled Talking Governance

  4. Principles: Governance Framework the organizational units and structures, groupings, and coordinating mechanisms (such as steering groups) established within the organization and in partnership with external bodies, for the management of change the roles and responsibilities established to manage business change and operational services, and the scope of the power and authority which they exercise the frameworks and boundaries established for making decisions about investment in business change, and the context and constraints within which decisions are taken. Organization Management Policies Talking Governance

  5. Principles: Global Corporate Cycle Acute Demands for Funds & Investments Astronomical Monetary Reserves Criteria for Global Corporate Partnership Share Returns on Global Investments Talking Governance

  6. Principles: Elements of Governance Accounts & Operations Transparency Corporate Governance Protection of Stakeholders’ Rights Board Critical Functions Building Customers’ Confidence Talking Governance

  7. Principles: Golden Roles The Client Legal Frame Planning Execution Control Close-out Requirements Acceptance Pay Project Manager Scope/TOR Terms of Payment Verification Baselines Take over Service Provider Award Close out Proposal Work or Effort $$$ Conditions of Contract Product Identification Chain of Acceptance Lessons Learned Talking Governance

  8. Principles: Communications Cycle The Client/Developer Progress Issues Change Issues Request Accept Instruct Report Business Level Project Manager Request Accept Instruct Report Project Level Consultant Request Accept Instruct Report Technical Level Contractor Talking Governance

  9. MASTERING THE BUSINESS Talking Governance

  10. 1. Business Cycle Engineering Regulatory Technical Model Exit 2 Exit 3 Constructability Architecture Construction Managing Model Conceptual Model Delivery Exit 1 Opportunity Business Model Feasibility Talking Governance

  11. 2. Scope/WBS Cycle Company Audit Strategy The Client (Board) Ownership 1 Business Audit Main Tasks Liaison officer Ownership 1.1 Organization Audit Sub Tasks Project Management 1.1.1 Quality Audit Main Processes Project Manager To Client (Liaison Officer) 1.1.1.1 Project Audit Sub Processes Contractor/Consultants To Project Manager 1.1.1.1.1 Technical Audit Detailed Field Operations Contractor To Consultants 1.1.1.1.1.1 Financial Audit Talking Governance

  12. 3. Legal Cycle Procurement Technical Model Planning Execution ACT (Consortium Formation) MEASURE (Appraisal Review) Stakeholding KPIs Conceptual Model Managing Model PLAN (Official Launch) REVISE (Contract Sign off) Business Model Initiation Close out Talking Governance

  13. 4. Consortium Formation Client’s Liaison Officer Quantity Surveyor Project Manager Facilities Manager The Engineer Associated Consultants Architect Contractors Suppliers Talking Governance

  14. 5. RRM Cycle The Engineer Cost Consultant Value Engineering Specs Rates ACT MEASURE Area Cost Optimization A C Earned Value B D Business Duration PLAN REVISE Delivery Perform Key Performance Indicators Liaison Officer Project Manager Talking Governance

  15. 6. Project Cycle PROJECTIZATION REGULATORY OPERATION PLANNING SLA & Baseline PP 1.0 & Initiation Design Competition ALIGNING PP 2.0 & Award Design Development PP 3.0 & Tender PP 4.0 & Award DELIVERING PP 5.0 & Change Construction S Testing & Commissioning VERIFYING Taking Over Final Accounts LL Close Out Handing Over Talking Governance

  16. Project Basic Data Scope Statement Schedule & Milestones Cost & Budget Constraints & Assumptions SWOT Analysis Procurement Plan Quality Plan Management of Risk Configuration Plan 7. Project Plan The Project is Identified Baseline PP 0.0 Launch Project Charter The Project is Constructible PP 1.0 Competition Baseline Update The Project meets Constraints PP 2.0 Design PM’s Assessment The Project meets Standards PP 3.0 Tender Design Close-out The Project is Confirmed Feasible PP 4.0 Award PM’s Assessment Meeting business or technical changes PP 5.0 Progress Change Talking Governance

  17. IMPLEMENTATIONS Talking Governance

  18. Management Cycle Corporate MANAGE ASSESS Resources Standards VISUALIZE CHANGE Opportunity Dynamics Delivery Talking Governance

  19. Mind/Report Mapping: Example F SC1 Y SC3 F Y Q Q F Y N C C S Q N N N SC5 F SC2 Q F C C Y SC4 F Talking Governance

  20. Continuous Improvement Provider Client Process Step 1 Process Step 2 Process Step 3 Recommendations Record Defects Lessons Learned Define Measure Control Tools Analyze Data Improve Processing Talking Governance

  21. Reporting By Project Manager By Consultant Status Report Project Plans Progress Report Project Directory By Contractor Scope Tacking Negative Reporting Schedule Tracking Daily Progress Cost Tracking Daily Safety Report Procurement Plan Payments Status Risk Mgt Log Labor Daily Report Positive Reporting Quality Log Eqpt Daily Report Communication Log Test Reports Change Log Cash Flow Updates Safety Log Instructions Log Submittal Rqst Log Acceptance Log Inspection Rqst Log Inspection Log Submittal Log Info Request Log Talking Governance

  22. Measures: Example Progress Change Scope Risk Audit Logged Activities 100% Variance is no more than 5% 50% 25% Activities No of Reports No of Timely Instructs No of Request. No of Timely Approvals No of Tech Request. No of Timely Approvals No of Risk Events No of Timely Responses No of Violations No of Timely Responses Talking Governance

  23. Quality Measures: Examples Applications Defects ISO Total Daily 6σ Schedule Control Failure to Meet Milestones -3 % 150 0.3 3.50 The Project Manager 5,000 Events In 20 Months Budget Control Failure to Meet Planned Budget -3 % 150 0.3 3.50 Performance Control Failure to Satisfy The Client -3 % 150 0.3 3.50 Technical Control Failure to Satisfy Peers -3 % 600 1 3.50 The Consultant 20,000 Events In 20 Months Cost Control Failure to Minimize Variations -5 % 1,000 2 3.15 Performance Control Failure to Satisfy The PM -7 % 1,400 3 3.00 Technical Control Failure to Satisfy Consultant -10 % 10,000 24 2.80 The Contractor !00,000 Events In 16 Months Safety Control Failure to Meet the Code -3 % 3,000 7 3.50 Performance Control Failure to Satisfy The Consultant -10 % 10,000 24 2.80 Talking Governance

  24. Quality Cycle MANAGE ASSESS ACT IMPROVE MEASURE ANALYZE VISUALIZE CHANGE PLAN DEFINE REVISE CONTOL Talking Governance

  25. Strategy Control Contractor Consultant Project Manager Liaison Officer The Board Business Level Viability P/R A Contractual Level Planning & Controlling P S/R/A A Project Level Design Activities P S/R/A S/R/A A Technical Level Site Activities P S/R/A S/R/A S/R/A A Perform Supervise Recommend Approve Talking Governance

  26. Progress Control Contractor Consultant Project Manager Liaison Officer The Board Business Level Viability P/R A Contractual Level Planning & Controlling P S/R/A A Project Level Design Activities P S/R/A A Technical Level Site Activities P S/R/A S/R/A A Perform Supervise Recommend Approve Talking Governance

  27. Operations Control Contractor Consultant Project Manager Liaison Officer The Board Business Level Viability P/R A Contractual Level Planning & Controlling P/R A Project Level Design Activities P/R A Technical Level Site Activities P S/R/A A Perform Supervise Recommend Approve Talking Governance

  28. Technical Control Contractor Consultant Project Manager Liaison Officer The Board Business Level Viability P/R A Contractual Level Planning & Controlling P/R A Project Level Design Activities P/R S A Technical Level Site Activities P/R A Perform Supervise Recommend Approve Talking Governance

  29. Recommendations Corporate Framework Alignment to Corporate Governance as sole route for Business Excellence Organizational Structure Processes & Operations Business Proposition Segregation between Roles of Project Management , Lead Consultancy & Sub Consultants Legal Standardization Roles & Responsibilities Matrix Operational Manuals Adherence to Continuous Improvement as Baseline for Quality Performance Resources & Skills Techniques & Tools Talking Governance

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