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Nuclear Engineering Services
NES – Our Journey to APM
Corporate Accreditation

Mark Kelly – Head of Business Improvements ...
Effective Investment in people, buy-in & results

CFO asks CEO: ‘’What happens if we invest
in developing our people and t...
A short intro. to NES - Markets

NUCLEAR
DECOMMISSIONING
•60 Years Experience
•Innovative & Bespoke
Solutions
•Remote Hand...
What we’d like to share with you (as an SME)
• Our journey through to APM Accreditation …for our
Project Management Traini...
Our Approach
• Approach is based on Our values…(boils
down to) ….Safety, Quality, People and
Improving our Performance
• W...
Where did we start?
• Analysis of the Business Performance: Systems,
Processes, People and Governance (take a real good
lo...
Approach: (2 years ago - set against a backdrop of:
• Increasing requirements from customers in our
sector …to deliver aga...
Approach (SME perspective)
• Link back to improved business performance which
increases customer and stakeholder satisfact...
How to Influence the Board Room
• Passionate advocacy, persuasive argument from the
Programme Director and myself
• Only p...
Another ‘Light Bulb’ moment!!!!!
‘COMMUNICATE’….. this was our leadership challenge!
• Created a PM Forum - Listen, build ...
How to build ‘Professionalism’ and PM Capability
‘SIMPLE

ANSWER’…..

• We shamelessly used the essence of what APM
alread...
What did it all mean ? The APM model
of professionalism
‘5 Dimensions of professionalism’….to underpin our approach

Body ...
The core components
A framework or methodology which defines the
processes and practices for the organisation
A competence...
Implementation Plan – Key Learning points
• Symbolise Board Support – Policy Statement – keep the
Board ..on board!
• Prov...
Simple Approach – Key Learning points
• Facilitated assessment – more objectivity
• Self Assessment – but ‘managed’ to eli...
Layers of Training & Development – What
Our PM Community Wanted
Mentoring (In House)
Work Shops
Case Studies

& Simulation...
Proud of our history - Excited about our future
NES/QA – Training and Development Programme

Proud of our history - Excited about our future
NES/QA – Training and Development Programme

Proud of our history - Excited about our future
NES/QA – Training and Development Programme

Key learning – over 7 months

Key learning
depth,
continuity,
links to
work
P...
NES/QA – Training and Development Programme

Proud of our history - Excited about our future
So where did the Approach take us – Int.Corporate
Accreditation was 9/25 moved to 23/25 Award






Proud of our hist...
NES Project Management Roadmap –
APM Qualifications vs. Roles (SQ+E)
Competence: Knowledge & Experience Scores
Prog. Manag...
If this works – what does the Business get?
• Ability to attract new talent (thru’ PR brochures, recruitment
specialists, ...
Proud of our history - Excited about our future
How to build ‘Professionalism’ and PM Capability

Proud of our history - Excited about our future
Background – the Journey
• Over the last five years the turnover has increased from
£10m (1 Site) to £30m (3 Sites)
• Chan...
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NES - APM PM in the Nuclear Industry Event

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Transcript of "NES - APM PM in the Nuclear Industry Event"

  1. 1. Nuclear Engineering Services NES – Our Journey to APM Corporate Accreditation Mark Kelly – Head of Business Improvements & Project our history - Excited about our future Proud of Management Capability
  2. 2. Effective Investment in people, buy-in & results CFO asks CEO: ‘’What happens if we invest in developing our people and then they leave us?’’ CEO: ‘’What happens if we don’t, and they stay?’’ Proud of our history - Excited about our future
  3. 3. A short intro. to NES - Markets NUCLEAR DECOMMISSIONING •60 Years Experience •Innovative & Bespoke Solutions •Remote Handling •Gloveboxes & Containments •Fuel Route equipment •Decontamination systems •Shield Doors •Design Substantiation NUCLEAR CURRENT FLEET •Original Equipment Manufacturers (OEM) across current fleet •Spares & Servicing •Emergency Response equipment •Fuel Route Equipment •Support to Life Extension NUCLEAR NEW BUILD •Mechanical Lifting & Fuel Handling •Waste Management equipment •Special Mechanical Devices, e.g. Filter Changing Machine, Airlocks, Liner, etc. •Shield Doors, Gloveboxes, Bogies & Gamma Gates •CE&I Control systems •Steel Structures •Engineering support & consultancy Proud of our history - Excited about our future DEFENCE •20 Years experience •Remote Handling •Heat Exchangers (OEM) •Lifting equipment •Fuelling and De-fuelling equipment •Gloveboxes & Enclosures •Design support •Level 1 Spares •Site services
  4. 4. What we’d like to share with you (as an SME) • Our journey through to APM Accreditation …for our Project Management Training & Development Programme • Share the reasons and logic for taking this path • Hopefully we don’t come over as preaching or advocating that this is ‘THE’ way ……it’s just Our way which we’ll share with you….. • ‘hopefully to help you develop your path …or improve upon our learning Proud of our history - Excited about our future
  5. 5. Our Approach • Approach is based on Our values…(boils down to) ….Safety, Quality, People and Improving our Performance • We hope that we won’t underwhelm you with the simplicity of our approach • Key message is: that… ‘’for the business to succeed……the people in our business need to succeed’’ they drive our performance – good or bad!…..our light bulb moment! Proud of our history - Excited about our future
  6. 6. Where did we start? • Analysis of the Business Performance: Systems, Processes, People and Governance (take a real good look at yourself – be critical and face the brutal truth ) • Unsurprisingly – we identified gaps (big one’s in places) in knowledge, capability, procedural adherence, rigour and discipline • All impacting on business performance and customer satisfaction – with negative competitive advantage • Real clues ….. link what we found here to our desired future state and business benefit …..recognise what we could gain by ‘doing it differently’ Proud of our history - Excited about our future
  7. 7. Approach: (2 years ago - set against a backdrop of: • Increasing requirements from customers in our sector …to deliver against more challenging schedules, tighter cost basis with more reliability and predictable delivery (safety and quality as ‘givens’!) 2 • Given that we are a contracting organisation… clear link between delivering contracts and undertaking projects • Embrace Project Management as a professional discipline and use it to create a BIG STEP CHANGE! Proud of our history - Excited about our future
  8. 8. Approach (SME perspective) • Link back to improved business performance which increases customer and stakeholder satisfaction and confidence …..and starts to create a source of competitive advantage …..can act as a differentiator …… its NOT an overnight sensation! • Convince yourself and believe that business benefit flows from customer satisfaction and is a key business goal…’then commit to leading the change’ • It fails or loses momentum if not passionately advocated from the Board Room down! • This is a Leadership Challenge! Proud of our history - Excited about our future 3
  9. 9. How to Influence the Board Room • Passionate advocacy, persuasive argument from the Programme Director and myself • Only partially successful - it’s what they expected! • Passionate advocacy aligned to desire from PM community….VERY SUCCESSFUL • So how do we secure ‘passionate bottom up’ advocacy? Proud of our history - Excited about our future
  10. 10. Another ‘Light Bulb’ moment!!!!! ‘COMMUNICATE’….. this was our leadership challenge! • Created a PM Forum - Listen, build consensus, develop views, engender enthusiasm, • Key Message: ‘’WIN-WIN’’ • Developed a shared vision - with professionalism at it’s heart • Business Benefit and Individual Aspirations • ‘Powerful Combination’ • Working with our PM Community to create a real desire to improve against a genuinely ‘professional’ banner was key Proud of our history - Excited about our future 4
  11. 11. How to build ‘Professionalism’ and PM Capability ‘SIMPLE ANSWER’….. • We shamelessly used the essence of what APM already had in place!!....yet another light bulb moment! • Don’t try and re-invent the wheel – we didn’t need to • What we did was apply it, build consensus and secure advocacy throughout our team for the approach we / they developed Proud of our history - Excited about our future
  12. 12. What did it all mean ? The APM model of professionalism ‘5 Dimensions of professionalism’….to underpin our approach Body of Knowledge Code of Conduct Competency Framework CPD Qualifications Proud of our history - Excited about our future
  13. 13. The core components A framework or methodology which defines the processes and practices for the organisation A competence framework to map levels of knowledge and experience at appropriate levels Qualifications to provide developmental opportunities and recognition of competence at appropriate levels A continuing professional development scheme that broadens horizons and builds understanding through sharing of good practice Recognition that true professionals should be accountable for their actions and adhere to a code of ethics and professional conduct Proud of our history - Excited about our future
  14. 14. Implementation Plan – Key Learning points • Symbolise Board Support – Policy Statement – keep the Board ..on board! • Provide funding to make it happen….’not a huge amount • Working Group of young PE/PM’s (vested interest to do a great job) – they selected QA - Accredited Service Provider • Set up the T& D Programme to ensure it meets the PM’s needs, (E-learning, support and sustainability) a blend of learning vehicles • It’s not a ‘Quick fix’…..we keep in constant contact with QA…..it’s anything but a ‘Sheep dip’ approach to training • Adopt the principal of E as well as SQ in SQEP – Proud of our history - Excited about our future
  15. 15. Simple Approach – Key Learning points • Facilitated assessment – more objectivity • Self Assessment – but ‘managed’ to eliminate bias! • Management Assessment (180 degree) – introduce some balance and start to engage the line management • Create a competency baseline with Key Competency gaps identified • Training concentrating on the basics (scope, schedule, cost, project execution plans, etc...) • Training programme developed by the team and implemented to target the gaps • Alignment across all fronts, Procedures, Tools for Training Proud of our history - Excited about our future
  16. 16. Layers of Training & Development – What Our PM Community Wanted Mentoring (In House) Work Shops Case Studies & Simulations (With Provider) Simulations Workshops Budget Risk Planning Change Control Module Based Learning (TMA/xLA with Provider)& Cost EV E-Learning (Own Time) Jan 12 Jan 14 Timescale (Years) Proud of our history - Excited about our future
  17. 17. Proud of our history - Excited about our future
  18. 18. NES/QA – Training and Development Programme Proud of our history - Excited about our future
  19. 19. NES/QA – Training and Development Programme Proud of our history - Excited about our future
  20. 20. NES/QA – Training and Development Programme Key learning – over 7 months Key learning depth, continuity, links to work Proud of our history - Excited about our future
  21. 21. NES/QA – Training and Development Programme Proud of our history - Excited about our future
  22. 22. So where did the Approach take us – Int.Corporate Accreditation was 9/25 moved to 23/25 Award      Proud of our history - Excited about our future
  23. 23. NES Project Management Roadmap – APM Qualifications vs. Roles (SQ+E) Competence: Knowledge & Experience Scores Prog. Manager Knowledge / Experience APM Level B Senior Project Manager APM Level C Project Manager Senior Project Engineer APM Level D Project Engineer Graduate PE Module Based Learning Proj. Controls 1 2 3 4 5 6 7 Timescale (Years) Proud of our history - Excited about our future 8 9 10
  24. 24. If this works – what does the Business get? • Ability to attract new talent (thru’ PR brochures, recruitment specialists, etc – ‘getting really positive feedback) • Retention of existing Talent (‘now really thriving! .. could possibly move for higher wages...if that’s their main driver) • Vibrant, enthusiastic, young PM’s…with a great team spirit • Demonstrable improvement in core competency and Governance • Reliability, Predictability and demonstrably improved: -Forecasting of revenue/ income, project performance, resource demands, profitability and customer satisfaction • Personal satisfaction and reward & ………Business Growth! Proud of our history - Excited about our future
  25. 25. Proud of our history - Excited about our future
  26. 26. How to build ‘Professionalism’ and PM Capability Proud of our history - Excited about our future
  27. 27. Background – the Journey • Over the last five years the turnover has increased from £10m (1 Site) to £30m (3 Sites) • Change in Business Strategy - Moving from Functional to Project focused business (IPT) • Significantly Increased PM Capability required (circa 20 new starters from a team of about half a dozen • Status: APM Level D - 8/25 • Major challenges: Project Reporting, Forecasting & Risk Management, Rigour and Processes/procedures • Ad-hoc training approach to PM Proud of our history - Excited about our future
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