Professional Performance in Engineering
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Transcript of Professional Performance in Engineering
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Professional Performance in Engineering
Russell ScottMember PPIR Project Steering Committee
Deputy President, IChemE
Director, Uhde Shedden Australia
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Key Targets
Create high-performing teams
Achieve excellent project outcomes
Achieve high customer satisfaction
Drive accountability for performance to the individual level
Who is Uhde Shedden?
Uhde Shedden
Multidiscipline Engineering Contractor
Serving the process industries
From concept development to project delivery
Employing ~ 300 staff in Melbourne and Brisbane
Part of a major global contracting company
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Why Does the Industry Need PPIR?
“Everyone did his job perfectly but the project was a failure”
“It doesn’t make sense but that lawyers made us do it that way”
“We knew it was going to be a disaster from the start”
“It’s not my fault we’re running late; you’ll just have to wait”
“Don’t blame me, the client told me to make the change”
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The eight elements ofThe PPIR Performance
Protocol
Performance : “How does the professional engineer approach, arrange and undertake a new task to ensure delivery of the final agreed outcome”
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Relevant Parties and Other Stakeholders
Do you clearly understand the relationship with the people who depend on you, and those you depend on, and their expectations?
The Engineering Task
Have you discussed and agreed with the person you are working for the objectives and extent of the task you are doing?
Competence to Act Have you checked that you have the skills, tools and resources required to do the job?
Statutory Requirements and Public Interest
Have you identified and responded to relevant statutory requirements and public interest issues?
Risk Assessment and Management
Are you effectively identifying and managing risks which may prevent the proper performance of the job?
Engineering Innovation
Are you considering innovative ways of doing your job better? Engineering Task Management
Are you applying the appropriate task management processes? Contractual Framework
Are you considering implications of the contract under which the work is being done?
PPIR Element Plain Language Summary
Plain language summary as used within Uhde Shedden
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Design Basis not clear from the start
Tight Budgetinfluenced by client’s need to get project sanction
CommunicationClient dealing directly with Contractors; Project Manager not informed
ContractVariation claims poorly managed
Scope Changesthrough project; not fully assessed
Impact on Scheduleof scope changes not fully considered
Project HandoverPoor handover of scope and contractual basis from Sales to Project Manager
Summary of typical issues in complex project delivery
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ContractVariation claims poorly managed
Scope Changesthrough project; not fully assessed
Impact on Scheduleof scope changes not fully considered
Contractual Framework
Risk Assessment and Management
Engineering Task Management
Design Basis not clear from the start
Tight Budgetinfluenced by client’s need to get project sanction
Project HandoverPoor handover of scope and contractual basis from Sales to Project Manager
Relevant Parties and Other Stakeholders
CommunicationClient dealing directly with Contractors; Project Manager not informed
The Engineering Task
How the PPIR Protocol addresses issues in project delivery
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Adoption of PPIR – Success Factors
• Identification of benefits to the Company and its employees
• Commitment of senior management
• Regular communication to the total organisation
• Integration into company procedures
• Training for supervisors and other staff
• Launch – with visible management support
• Embedding into Company behaviour
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Senior Management Briefing
Key Stakeholder Briefing
Introduction of PPIR to the Company
Supervisor Training SessionCompany Intranet PublicityHow Uhde Shedden Introduced PPIR within its organisation
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Incorporating PPIR in the Business Processes
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Embedding Professional Performance in the Company
Position Description / Performance Assessment
Incorporation into ProceduresTraining