- Details
- Category: DAK Academy Support
As with any skill, it takes time and experience to develop capability.
This support module sets out training and coaching plans around live projects to develop project team capabilities for those in project team member, project leader and project governance roles.
Support for multiple development plans as part of the project programme involves the application of Early Equipment Management (EEM) skill passport modules to:
- Create superior specifications
- Discover latent problems early when they are cheaper to fix
- Manage and prevent project risks
- Develop the insight to deliver additional project value.
The outcome is the systematic development of skills to deliver better projects faster.
What Team Members Need To Know
Team members without previous experience of projects need to learn how to:
- Develop realistic and achievable project scopes.
- Collate and share knowledge about problems which may not be fully understood.
- Define tests to validate/commission new assets or processes which have yet to be selected.
- Collaborate with outside companies to assess promising solutions
- Establish new working relationships, challenge limiting behaviours and provide a forum for learning about novel solutions to the organisation
- Coach direct reports past the barriers to higher levels of performance.
- Develop the full potential of newly formed operational teams.
Even where some project team members are experienced, there is value in coaching support at key project steps to align priorities, share ideas and enhance project value added.
Click on the left hand tabs for examples of coaching plans which as part of your capital project delivery programme will help your organisation to deliver better projects faster. Contact us for more information.
Developing Project Team Capabilities
On the job coaching also helps to make the most of the investment in resources by facilitating the teams ability to:
- Develop a common understanding of the issues to be addressed.
- Utilise the full knowledge and experience of the team to agree next steps
- Develop a deeper understanding of causal factors and collate lessons learned
- Test and refine potential solutions
- Implement new ways of working.
Training and Coaching Plan Example
The coaching plan below illustrates how facilitated working sessions develop project stakeholder capability to understand their role and develop the insight to deliver superior results at each step of the project process from concept to beneficial operation.
Diagnostic session:
Early Equipment Management for Manufacturing Leaders
Format: half day on line
Early Equipment Management (EEM) was developed by leading organisations based on the lessons learned from projects that failed to achieve their planned level of project return on investment due to unexpected but avoidable problems.
The on line session is designed to provide delegates with a "how to" guide to both avoid the common project pitfalls and drive up additional project value. That includes the use of case studies and a diagnostic framework to highlight where EEM principles can enhance current project delivery processes.
Mobilisation training workshops:
Manufacturing Project Management
Format: 3 day in house training
Successful delivery of Manufacturing Projects depends as much on engaging stakeholders with new thinking and knowledge capture as it does on classic project management tools.
This course covers how to do that to produce winning specifications and the realistic and achievable plans to deliver them.
Learn how to avoid common manufacturing project pitfalls, deliver better value and achieve higher return on investment. Be able to develop a robust project management skill set.
Implementation Support:
Format: In house and remote coaching at project stage gates
EEM extends the traditional project focus of delivering a new asset or engineering platform to that of delivering Operational Excellence. The difference is the humanisation of projects to incorporate not just what will be done but how it is done. This is characterised by increased collaboration between commercial, operations and technical personnel at all project steps.
EEM Skills Passport
The adoption of Early Equipment Management principles is underpinned by capability development of those in key project stakeholder roles. As adults learn best through practical application, each project presents a learning opportunity for those involved.
The EEM skills passports below set out the core, intermediate and specialist competencies for each project role. This is used to record demonstrated capabilities as each level of competence is achieved. The outcome is the systematic development of internal capabilities to deliver better projects faster.
Table 1 contains foundation topics to develop a shared project outlook across all roles. This training also helps to surface gaps in underpinning systems and processes so that they can be refined to secure the achievement of flawless operation from day 1.
Table 1: Foundation learning for all Project Roles
|
Title |
Topic |
Content |
Level |
Training Module |
|
The Project Route |
The decisions at each stage, the processes to be sure we don't miss things and the processes to prevent issues from being transferred to the next step |
Milestone plan, tasks, RACI |
Core |
Project Road Map |
|
Get the right design |
Concept and High Level Design tasks. |
Operations “Day in the Life of” design review. |
Core |
Developing the right approach |
|
Get the design right |
Detailed Design and Pre installation tasks |
Witnessed inspection and designing the training cascade |
Core |
Design a robust solution |
|
Managing Project Delivery |
Install and commission Factory Readiness Plans |
Delivering the training cascade witnessed inspection |
Core |
Refine the new operation |
|
Managing Operations changes |
Developing capability |
Skill development, standardisation and compliance. |
Intermediate |
Detailed Design |
|
Project Mindset |
Team leadership, Collaboration and Decision making when data is scarce. |
Facilitation principles and techniques |
Specialist |
Concept. High Level Design, Pre-Installation Planning |
The second table covers training topics relating to the project sponsor role of setting design and performance standards. This is a leadership role responsible for communicating with and guiding project leaders and team member decisions so that they deliver design and performance management goals to meet future business needs.
Table 2 Learning Pathways for Project Governance Roles
|
Title |
Topic |
Content |
Level |
Training Module |
|
Defining equipment performance drivers |
Understanding functionality, skill gaps, hidden losses and countermeasures, understanding life cycle cost drivers |
Module definition, Criticality assessment, OEE, Hidden Losses, Flow, setting targets Module review understanding losses defining commissioning criteria |
Core |
Enhancing Project Value |
|
Using standards and checklists |
Setting Design Standards to guide optioneering |
Using design standards to guide decisions when defining options and working with vendors |
Core |
Designing robust solutions |
|
Developing operational standards and checklists |
How to guide design decisions and project management delivery options |
Day in the Life of review and design goals. Develop acceptable and optimum criteria |
Intermediate |
Pre Installation step |
|
LCC cost model |
Use of Life Cycle Cost models to understand cost drivers and support option evaluation. |
Capital and operational cost streams with parameters for throughput, product mix and effectiveness levels. |
Specialist |
Planning Steps |
Table 3 Learning Pathways for Project and Operational Leaders
|
Title |
Topic |
Content |
Level |
Training Module |
|
Developing project plans |
Milestone planning, setting exit criteria to define project quality plans. |
Quality plan timing and completion of internal documentation e.g. capex process |
Core |
Project Road Map |
|
Using project quality plans |
Carrying out witnessed inspection |
Test criteria |
Core |
Develop the right approach |
|
Project links with other business processes |
Capex, PMS, QA, Documentation, Risk management, Legislation |
Capital project underpinning systems and interfaces. |
Core |
Refine the new operation |
|
Developing collaborative plans |
Action mapping for project scope definition and vendor induction |
Facilitating cross company events to agree a consolidated project strategy and supporting work streams |
Intermediate |
Detailed Design |
|
Project governance |
How to design, mobilise and support outstanding capital project teams |
Project Roles, setting targets. RACI Steps and stage gates |
Specialist |
Concept |
The final learning plan covers topics for project team members. This initially refers to a core project team involved in the concept and high level design steps. This team will expand in the project progresses through the project delivery steps when more detail is added to design and deliver factory readiness plans.
Table 4 Learning Pathways for Project Team Members
|
Title |
Topic |
Content |
Level |
Training Module |
|
Making choices, refining design |
Defining modules/functions, Generating and evaluating options, selecting and refining the preferred option |
Value engineering, Objective testing, LCC models |
Core |
Design a robust solution |
|
Selecting and working with vendors |
How to assess offerings, identify a short list and select a preferred vendor in a way that builds collaboration and shared goals |
ITT review, vendor induction, detailed design workshops and project planning. |
Core |
Develop superior specifications |
|
Developing a URS |
Confirming the brief, thinking through the URS/ITT content |
Aim principles ways of working, systems, procedures |
Intermediate |
High Level Design |
|
Developing a site Technology Master Plan |
Defining Commercial, Operations and Technology challenges linked to site strategic goals to guide capital investment priorities and individual project scope. |
Defining commercial, operations and technology changes and challenges. Site investment scope, tactics/sequence and equipment management goals. |
Specialist |
Concept |
