Critical Succes Factor Monitoring Program

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Letter of Assist No. Spain/UNAMID Assist/2008-29 (UNO) for UNAMID (Darfur)

ISDARE-084481-1RL 26.12.2008

CRITICAL SUCCESS FACTORS

MONITORING PROGRAM PLAN




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CRITICAL SUCCESS FACTORS MONITORING PROGRAM PLAN

INDEX:

Part a: Timeliness

Part b: Knowledge-Transfer

Part c: Financial Monitoring

Part d: KPIs Monitoring

Part e: Future Improvements

Part f: Monitoring Program

INDEX




ISDARE-084481-1RL 26.12.2008

Part a:

Timeliness




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OBJECTIVE:

Quickly improvement of ongoing contract management and upcoming contracts

implementation

TIMELINESS (I)




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METHODOLOGY:

Early deployment of CCM Services¶ Team and appropriated mobilization plan

Analysis of current business processes (procedures, workflows, personnel, facilities, tools, «)

Interviews with senior management personnel to get the real picture for each deployed service

Feasibility Study to identify:

Priorities

Needs definition (including training and tools needs)

Synergies identification among deployed services

Revision of the CCM services provision original design

KPIs definitionImprovements implementation plan

Feasibility Study outputs workshop for selected UNHQ/UNAMID staff

at [T0+90]

TIMELINESS (II)




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TIMELINESS (III): MOBILIZATION PLAN-STAGE 1

De ploye d Se rvices De ployme nt ja n-09 fe b-09 mar-09 a pr-09 may-09 j un-09 jul-09 a ug-09 se p-09 oct-09 nov-09 dic-09

Area Management CMO1 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher

Area Management CMO2 apr-09 Al Fasher Al Fasher Al Fasher Al Fasher

Area Administration Admin 1 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher

Area Administration Admin 2 apr-09 Al Fasher Al Fasher Al Fasher Al Fasher

Supply chain management services SC IS 1 apr-09 Al Fasher Al Fasher

Supply chain management services SC IS 2 01/03/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Supply chain management services SC IS 3 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher Al Fasher

Supply chain management services SC IP 1 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher

Supply chain management services SC IP 2 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher

Construction services CI IS 1 26/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl FasherAl Fasher

Construction services CI IS 2 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Construction services CI IS 3 01/03/2009 Al Fasher Dafur Al Fasher Al Fasher

Construction services CI EX 1 26/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher

Construction services CI EX 2 26/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Construction services CI EX 3 01/03/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher

Maintenance services MS IS 1 apr-09 Al Fasher Al Fasher Al Fasher

Maintenance services MS IP 1 26/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Camp support services CM IS 1 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher

Camp support services GM IS 2 26/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl FasherAl Fasher

Camp support services CM IS 3 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher

Camp support services CM EX 1 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Camp support services CM EX 2 01/03/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Camp support services CM EX 3 01/03/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher

Airfield services AS IS 1 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher

Airfield services AS IS 2 01/03/2009 Al Fasher Al Fasher Al Fasher Al Fasher

Fuel services FS IS 1 26/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Fuel services FS IS 2 apr-09 Al Fasher Al Fasher Al Fasher

IT IT IS 1 05/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

IT IT IS 2 apr-09 Al Fasher Al Fasher Al Fasher

Rations/catering services R/C IP 1 26/01/2009 Al Fasher Al Fasher Al Fasher Al Fasher Al Fasher Al FasherAl Fasher Al Fasher

Rations/catering services R/C IP 2 apr-09 Al Fasher Al Fasher Al Fasher

Total Staff 11 18 18 18 18 18 18 18 18 18 18 18




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Isdefe will monitor through its ERP tool the CCM services team level of effort:

Level of effort monitoring breakdown:

Man-days at UNAMID compound dedicated to contract management (Al Fasher)

Man-days on field support (data collection, site surveys, contractors audits, «)

Man-days on training material elaboration and training delivery

Man-days on CCM services provision management

Isdefe will provide the CCM services team level of effort recorded in its ERP system inthe monthly report to UNAMID

TIMELINESS (IV)




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Part b:

Knowledge-Transfer




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KNOWLEDGE-TRANSFER (I)

OBJECTIVE:

Ensure knowledge-transfer from CCM to UNAMID personnel on contract

management best practices and motivate UNAMID personnel through participative

workshops, with the final goal to sustain contract management personnel able to

cope with complex logistics support services contracts, securing the best value for

money from these contracts.




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METHODOLOGY:

Phase I: UNAMID and Isdefe identify the training needs for contract management

personnel [To+90]

Phase II: UNAMID personnel is trained through participative workshops (practical cases

to be extensively used)

Phase III: Feedback collection to adapt training material to real needs

Phase IV: Isdefe on the job support to reinforce knowledge transfer

KNOWLEDGE-TRANSFER (II)




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Training Preparation Training

Execution Training

Feedback

Knowledge-transfer Execution - Methodology Approach

Phase I Phase II Phase III

CCM activities analysis

Feasibility Study Workshop

Define end users training needs

Training organization

Prepare end user trainingmaterial

Training delivery

KNOWLEDGE-TRANSFER (III)

A

B

C

O n the jobTraining

Reinforcement

Phase IV

D

E

F

On the job trainingH

Training feedbackG




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WORKSHOPS SCOPE:

Feasibility Study Outputs/Contract management functions, responsibilities, policies, process

and procedures. [T0+90]

Basic operational and administrative requirements of a project management office for multi-function logistics services or other major logistics service contracts. [According to training

organization]

Importance of key performance indicators for project management of major logistics services

contracts (senior managers and practitioners). [According to training organization]

Conducting effective site surveys and reporting for construction and camp services tasks (UNfield monitor teams). [According to training organization]

KNOWLEDGE-TRANSFER (IV)




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Part c:

Financial Monitoring




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FINANCIAL MONITORING (I)

OBJECTIVE:

Ensure return-on-investment through effectiveness improvements on existing

contracts close-out, new contracts implementation and ongoing contracts

management.




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METHODOLOGY:

Savings quantification on existing contracts close-out [T0+45p]:

Reduction on the NTE, ROM or Fix prices agreed with contractors based on

contract underperformances, delays, fails to achieve key milestones or reception

inspections

Price Reduction based on price investigation for non competitive bidders

contracts (outside CCM services scope)

Savings quantification on ongoing contracts management [T0+120p]:

Penalties applied to contractors based on appropriated contracts monitoring

using KPIs

Savings quantification on new contract implementation [T0+45p]:

Contracts price reduction referred to previous contracts (same SOW)

Savings associated to the absence of change orders referred to similar previous

contracts

FINANCIAL MONITORING (II)




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Part d:

KPIs Monitoring




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KPIs MONITORING (I)

OBJECTIVE:

Enhance ongoing and future contracts monitoring to allow a better assessment

of contractors¶ performance, to improve future task order elaboration applying

lessons learnt and to document contactors¶ underperformances




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METHODOLOGY:

KPIs definition through specific analysis to each deployed service, based on end-users

interviews, ongoing contracts parameters and UNAMID legacy KPIs.

KPIs briefing during the Feasibility Study Outputs Workshop [T0+90]

Freeze KPIs matrix after UNAMID feedback

KPIs monitoring implementation [T0+120]

KPIs MONITORING (II)




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KPIs MONITORING (III): SAMPLES




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Part e:

Future Improvements




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FUTURE IMPROVEMENTS (I)

OBJECTIVE:

Ensure mid-to-long-term contract management efficiency gains and service

improvements




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METHODOLOGY:

KPIs and financial savings monitoring [T0+120p]

Lessons learnt analysis and long-term improvements proposal per deployed service

[T0+TBD]

Long-term improvements implementation plan [T0+TBD]

Continuous monitoring of KPIs and financial savings after implementing long-term

improvements

FUTURE IMPROVEMENTS (II)




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Part f:

Monitoring Program




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MONITORING PROGRAM

WHAT

Define Measurement System

Identify key performance indicators

(KPIs)

Identify potential financial savings

P h a s e

I

Month1 2 3 4 5 6 7 8 9 10

P h a s e

I I

P h a s e

I I I

11 12

I mplementing Tools

Communicate and implement KPIs

Quantify financial savings

Monitoring program procedures

Implement information system

Monthly reports

Monthly meetings

Monitoring Program Assessment

Lessons Learnt Analysis Long-term improvements identification Future CCM services provision design

DefineMeasurement

System

Monitoring Program

FutureI mprovements

Critical Succes Factor Monitoring Program

Documents

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