Professional Performance in Engineering

Russell ScottMember PPIR Project Steering Committee

Deputy President, IChemE

Director, Uhde Shedden Australia

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

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”

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”

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

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

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

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

Senior Management Briefing

Key Stakeholder Briefing

Introduction of PPIR to the Company

Supervisor Training SessionCompany Intranet PublicityHow Uhde Shedden Introduced PPIR within its organisation

Incorporating PPIR in the Business Processes

Embedding Professional Performance in the Company

Position Description / Performance Assessment

Incorporation into ProceduresTraining