Companypresentation (EN)
PRO6managers
• Founded in2007• Focusonhighlevelprojectmanagement
– Wedeliver our servicesto contractors,administrations and engineeringcompanies
– Bothconsultancyandstaffing onprojectmanagementlevelfor projects
• Projectphases from initiation to procurement phase,and fromcontracting to completion and delivery
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• Projectobjectives which arenotclearly defined orshared.
• Peoplearenot saying what they planto do,ordon’t dowhat they said.
• Work-arounds instead oftruelysolving problems.
• Peoplework very efficiently onthewrongissues.
• Projectteamsarenot fit-for-purpose.
• Wemanagethe construction processand develop people.
• Wecreate overview by reducingcomplexity to the core issues.
• Weunderstand that people makemistakesand weensure that they learnfrom them.
• Weimprove organisationsby transferringour know-how and providing hands-onsupport.
What weencounter often and what webring
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ProjectManagementContractManagementRiskManagementTechnicalManagementTenderManagementInformationManagementAssetManagement
Strategy &BusinessDevelopmentProjectAssessment&RecoveryOrganisation CoachingTraining&WorkshopsIndividualCoaching,Intervision
Ourservices
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WeareaHolacracy since 2015
• Holacracy isan implementation ofself-managementinorganisations.
• Holacracy isan ”operatingsystem"that distributes controland leadership.This contributes to ownership,entrepeneurship,speedand fun.
• Holacracy combinesthe disciplineand clarity ofGTDwiththe flexibilityofAgileand continuous improvement ofLean.
• Refer to:www.holacracy.org
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Developmentoforganisations(FredericLaloux)
© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 9
Human development Overview of the main (organizational) paradigms
Levels of Consciousness
TURQUOISE
TEAL
GREEN
ORANGE
AMBER
RED
MAGENTA
INFRARED foraging bands
authority by the Elders
powerful chiefdoms
formal hierarchies command & control “the stick”
effective matrix,
predict & control,
“the carrot”, shareholder perspective
relationships above
outcomes, stakeholder perspective
self manage-ment for
evolutionary purpose
100 000 yrs ago
100 00 yrs ago
1000 yrs ago
100 yrs ago
10 yrs ago
1 yr ago
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© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 11
(Impulsive) RED organizations
Metaphor: WOLFPACK
CHARACTERISTICS � Constant exercise of power by chief to keep
troops in line. � Fear is the glue of the organization. � Highly reactive, short term focus. � Thrives in chaotic environments.
EXAMPLES � Mafia � Streetgangs � Tribal militias
LEADERSHIP STYLE � predatory
KEY BREAKTROUGHS � Division of labor � Command authority
© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 12
(Conformist) AMBER organizations
Metaphor: ARMY
CHARACTERISTICS � Highly formal roles within a hierarchical pyramid. � Top down command and control (what and how). � Stability valued above all through rigorous processes. � Future is repetition of the past.
EXAMPLES � Catholic church � Military � Most government agencies � Public school systems
LEADERSHIP STYLE � paternalistic-authoritative
KEY BREAKTROUGHS � Formal roles
(stable and scalable hierarchies) � Processes
(long term perspectives)
© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 13
(Achiever) ORANGE organizations
Metaphor: MACHINE
CHARACTERISTICS � Goal is to beat competition; achieve profit and growth. � Innovation is the key to staying ahead. � Management by objectives (command and control
on what; freedom on the how).
EXAMPLES � Multinational companies � Charter schools
LEADERSHIP STYLE � goal- and task-oriented, decisive
KEY BREAKTROUGHS � Innovation � Accountability � Meritocracy
© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 14
(Pluralistic) GREEN organizations
Metaphor: FAMILY
CHARACTERISTICS � Within the classic pyramid structure, focus on
culture and empowerment to achieve extraordinary employee motivation.
EXAMPLES � Culture driven organizations
(e.g. Southwest Airlines; Ben&Jerry‘s …)
LEADERSHIP STYLE � consensus oriented, participative, service
KEY BREAKTROUGHS � Empowerment � Values-driven culture � Stakeholder model
© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 15
(Evolutionary) TEAL organizations
Metaphor: LIVING ORGANISM
CHARACTERISTICS � Self-management replaces hierarchical pyramid. � Organization is seen as a living entity, with its own
creative potential and evolutionary purpose.
EXAMPLES � Patagonia � FAVI � Buurtzorg
LEADERSHIP STYLE � distributed leadership, with inner rightness and
purpose as primary motivator and yardstick
KEY BREAKTROUGHS � Self management � Wholeness � Evolutionary purpose
“ALFA”
HIËRARCHY
SELF-MANAGEM.What is the Holacracy Constitution?
The Holacracy Constitution documents the core rules, structure, and processes of the Holacracy “operating system” for governing and managing an organization. It provides the foundation for an organization wishing to use Holacracy, by anchoring the shift of power required in concrete and documented “rules of the game”, which everyone involved can rely upon.
How is the Holacracy Constitution intended to be used?The Constitution is intended to be referenced by whatever declaration or agreement captures the decision to organize using the Holacracy system. That may be a formal set of legal bylaws or similar operating agreement, or a simple board resolution or CEO policy declaration similar to the sample one attached here. See Article V for key adoption-related matters. Also note that this explanatory page and the sample declaration are included for informative purposes but are not parts of the core Constitution document.
What the Holacracy Constitution isn’tThe Holacracy Constitution is not a complete set of legal bylaws or a formal operating agreement. (HolacracyOne separately publishes its own operating agreement as an example of a legal governing document that references and incorporates this Constitution.) The Constitution is also not an instruction manual or a guidebook for learning to use the Holacracy system. Like the rulebook for a nuanced sport, it can serve as a critical reference at times, but reading it will not teach you how to play the game.
Legal DisclaimerHolacracyOne is not a law firm. The information contained herein is documentation of Holacracy’s rules and processes, and should not be construed as legal advice to be applied to any specific factual situation. You should not rely upon the materials provided in this document in a legal capacity or for legal needs without first consulting an attorney with respect to your specific situation. This document is provided “as-is”, without warranty or condition of any kind whatsoever. HolacracyOne does not warrant this document’s quality, accuracy, timeliness, completeness, merchantability, or fitness for use or purpose. To the maximum extent provided by law, HolacracyOne and its agents and members shall not be liable for any damages whatsoever arising from the use of this document.
Introduction: Constitution v4.1
• Self-managementisanatural developmentinorganisations.
• Self-managementrequiresfocusonresults:clarity inpriorities,choices andprogress.
• Self-managementbuilds oncraftsmanship and simpleprocedures.
What weneed for effectiveself-management:• Purpose,LongTermfocus• Ownership• Result driven mentality• Craftsmanship• Transparancy• Social safety• Thenewmanager
Wepromote self-managementinprojects
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OurMarket
Weexecute projects intheconstruction industry:• Industry&Energy• Infrastructure• CommercialbuildingsWealsoprovideconsultingandtraining.
Wework internationally and areused to managingteamswithlanguage and culturedifferences.March2017 www.pro6managers.nl 8
08000-F-HEN14122401-04-Overzichtomzetcijfers.xlsx 1/1 24-02-17
OmzetcijfersPRO6managers
Cijfersin'000€
JAAR INFRAINDUSTRIE U-BOUWINFRASTRUCTUURINDUSTRIE&ENERGIEUTILITEITSBOUW TOTAALMEDEWERKERS2007 60% 40% 0% 168 112 0 280 52008 50% 50% 0% 210 210 0 420 82009 45% 50% 5% 545 605 61 1.210 102010 45% 50% 5% 774 860 86 1.720 142011 45% 50% 5% 824 915 92 1.830 142012 50% 40% 10% 740 592 148 1.480 122013 55% 35% 10% 803 511 146 1.460 112014 60% 30% 10% 960 480 160 1.600 172015 60% 30% 10% 1.249 625 208 2.082 202016 55% 30% 15% 1.280 698 349 2.327 232017 45% 30% 25% 1.215 810 675 2.700 30
YEAR INFRA INDUSTRYCOMMERCINFRASTRUCTURE INDUSTRY&ENERGY
COMMERCIALBUILDINGS
TOTAL EMPLOYEES
2007 60% 40% 0% 168 112 0 280 52008 50% 50% 0% 210 210 0 420 82009 45% 50% 5% 545 605 61 1.210 102010 45% 50% 5% 774 860 86 1.720 142011 45% 50% 5% 824 915 92 1.830 142012 50% 40% 10% 740 592 148 1.480 122013 55% 35% 10% 803 511 146 1.460 112014 60% 30% 10% 960 480 160 1.600 172015 60% 30% 10% 1.249 625 208 2.082 202016 55% 30% 15% 1.280 698 349 2.327 232017 45% 30% 25% 1.215 810 675 2.700 30
0
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2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
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UTILITEITSBOUW
INDUSTRIE&ENERGIE
INFRASTRUCTUUR
MEDEWERKERS
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2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
EMPLOYEES
TURN
-OVE
R('0
00€)
YEAR
COMMERCIALBUILDINGS
INDUSTRY&ENERGY
INFRASTRUCTURE
EMPLOYEES
Turn-overandAmbition
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OurClients
• Public,Semi-public– National,provincialenlocalgovernments– WaterBoards,PortAuthorities– Agencies,KnowledgeInstitutes
• Private– Privatecompanies– Contractors– TradeAssociations
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Wealready worked with
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Wealready worked with
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TypicalprojectsIndustry&Energy
• Heat&CO2network• Biomassdigestionplant• Solarpowerplant• Wasteincinerationplant• Biomasspowerplant• HighVoltagenetwork• OffshoreWind• AssetManagement
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TypicalprojectsInfrastructure
• Nationaland local roads• PublicTransport• Civil Structures:fly-overs,locks• Watersafety project• Tunnels
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TypicalprojectsCommercialRealEstate
• TrafficControlRoom• ShoppingMall• Warehousing• Carefacilities• Refugeecentres• NewDealingRoomRABObank• Parkingbuildings
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Consultancy&Training
• Consultancy– GroningenSeaports,ProjectManagementSystem– Provincie Overijssel,Improvementofinternalcooperation
• Training&Workshops– Contractmanagement,UAVgc 2005,FIDIC– Systeemgerichte Contractbeheersing– ProjectManagement,RiskManagement– TenderManagement
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Examples
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Our vision onBIM
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Strategic Level (Confidence)• Business Case: better decisions• Value Proposition: managing complexity• Organisation monitoring
Tactical Level (Dashboard)• OKR (Objectives & Key Results):• Trend Analysis: shorter reporting cycles• Early Warnings: identification of risks
Operational Level (Tools)• Tools: 3D, 4D .. “20D”• Coding, SE, DMS• Model-based Engineering
VisualInfo=PM+SE+QM+IM
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CONTRACTUAL CONTEXT
PROJECT CONTROL
PROJECT DEFINITION
VERIFICATION & VALIDATION
Visual Info
RELATIONALDATABASE(eg Relatics)
MILESTONES & ACTIVITIES
SYSTEM BREAKDOWN
STRUCTURE (SBS)
ORGANISATION BREAKDOWN
STRUCTURE (OBS)
COST BREAKDOWN STRUCTURE (CBS)
WORK BREAKDOWN STRUCTURE (WBS)
OTHER (eg BIM/3D, DEVIATIONS, CHANGES, …)
COST CONTROL
RISKS(incl Monte Carlo)
CONTRACTSYSTEM REQS
PROCESS REQS
COST ESTIMATING
SCOPE SPLIT
DOCUMENT MANAGEMENT
SYSTEMWORK PACKAGES
REQUIREMENTS BREAKDOWN
STRUCTURE (RBS)
05000-D-HEN12020801-03-Schema Visual Info 1/1 1/3/2015
GoalDirectedRiskManagement
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DEFINITION OF ORGANISATION & PROJECT GOALS
ASSESSMENT OF RISKS
DEFINITION OF MITIGATING MEASURES
PREPARE ACTION PLANS FOR LARGE
RISKS
MONITORING, CONTROL AND
EVALUATION OF RISK
DEVELOPMENT
UPDATE OF ORGANISATION & PROJECT GOALS RI
SMAN
APPROACH PLANS HOW TO ACHIEVE
GOALS (OPERATIONAL PLAN, PROJECT
PLANS)
Goal Directed Risk Management
05000-D-HEN12082401-00-Goal Directed Risk Management - diagram 1/1 3/16/2013
StakeholderManagement
01000#R#HEN14072702#00#INF#Voorbeeld4Stakeholder4Analysis.xlsx 1/1 27#07#14
PROJECT4#4Stakeholder4Analysis
INFLUENCE
KEEP*SATISFIED HIGH INVOLVE*ACTIVELY
1 0 0 3 0 0 1
0 0 0 2 0 1 0
0 0 0 1 0 0 0
'3 '2 '1 0 1 2 3HIGH MEDIUM LOW LOW MEDIUM HIGH
MONITOR LOW KEEP*INFORMED
CONFLICTING4<'''''44444 *INTERESTS '''''>4SUPPORTING
KEY4STAKEHOLDERS INFLUENCE
KEEP*SATISFIED HIGH INVOLVE*ACTIVELY
3
2
1
'3 '2 '1 0 1 2 3HIGH MEDIUM LOW LOW MEDIUM HIGH
MONITOR LOW KEEP*INFORMED
CONFLICTING4<'''''44444 *INTERESTS '''''>4SUPPORTING
CONSORTIUM4
CLIENT4
CLIENT4ENGIN4
LOCAL4AUTH.4
PRIVATE4FINANC4NATIONAL4AUTH.4
SHAREHOLDERS4
COMPETITION4
WHO4???4
OTHER4CLIENTS4
INTEREST4GROUPS4
NEIGHBOURS4
GENERAL4PUBLIC4
KEY4SUPPLIERS4
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Projectbarometer
March2017 www.pro6managers.nl 222012$Het$PRO6,model$EN,02.xlsx 1/1 03,01,15
COMPANY$LEVEL
PROJECT$LEVEL
M41 M42 M43 S41 S42 S43 O41 O42 O43
M44 M45 M46 S44 S45 S46 O44 O45 O46
M47 M48 M49 S47 S48 S49 O47 O48 O49
M31 M32 M33 S31 S32 S33 O31 O32 O33
M34 M35 M36 S34 S35 S36 O34 O35 O36
M37 M38 M39 S37 S38 S39 O37 O38 O39
M21 M22 M23 S21 S22 S23 O21 O22 O23
M24 M25 M26 S24 S25 S26 O24 O25 O26
M27 M28 M29 S27 S28 S29 O27 O28 O29
M11 M12 M13 S11 S12 S13 O11 O12 O13
M14 M15 M16 S14 S15 S16 O14 O15 O16
M17 M18 M19 S17 S18 S19 O17 O18 O19
PERSONAL)SKILLS
MISSION$&$VISION
MISSION$BREAKDOWN$STRUCTURE$,$PROJECT$OBJECTIVESTHE$WHY$'$PURPOSE,$NEED$&$URGENCY
PROJECT$SUCCESS
The$PRO6$Model
PEOPLE SYSTEMS ORGANISATION
COMPETEN
CES$DEVELOPM
ENTCO
MMUNCA
TION$LEV
ELS
CONTENT
PROCESS
INTERACTION
EMOTION
KNOW2HOW
MANAGEMENT)SKILLS
SOCIAL)SKILLS
!
BuildingBetter Together
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