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THINKING 
High risk 
implementation planning 
www.datacenterdynamics.com
THINKING 
Our business 
 Aurecon provides engineering, management and 
specialist technical services to public and privat...
THINKING 
Where we operate
THINKING 
The data centre 
environment 
• Working in live data centres is challenging 
• In working in a data centre envir...
THINKING 
Considerations 
“Nothing opens 
the purse string 
on a data centre 
project like a 
power outage” 
• Each projec...
THINKING 
• Engineering specifications and drawings 
(a given) 
• Outline Implementation Integration Plan (OLIP) 
• Work M...
OUTLINE 
IMPLEMENTATION 
PLAN – OLIP 
existing installation
OUTLINE 
IMPLEMENTATION 
PLAN – OLIP new 
substation
OUTLINE 
IMPLEMENTATION 
PLAN – OLIP final 
installation
Work method 
statement
Work method 
statement
THINKING 
Implementation on site 
• Assemble the team 
• Explain the concept and 
• Implementation methodology 
‒ Concept ...
THINKING 
Critical success factors 
• Team culture and inclusion 
• Team – Should be: 
‒ All project stakeholders 
‒ Clien...
THINKING 
Summary key success factors 
• Workshopping of the proposed upgrade process 
OLIP with all parties involved with...
THINKING 
Contact 
Peter Greaves 
Technical Director 
+61 3 9975 3346 
Peter.Greaves@aurecongroup.com
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High Risk Implementation Planning

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High Risk Implementation Planning presentation by Peter Greaves, Aurecon

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High Risk Implementation Planning

  1. 1. THINKING High risk implementation planning www.datacenterdynamics.com
  2. 2. THINKING Our business  Aurecon provides engineering, management and specialist technical services to public and private sector clients globally  Delivering world class technical expertise for 50 years  7,500 employees world wide  Data centres and telecommunications projects are strategically important to our business
  3. 3. THINKING Where we operate
  4. 4. THINKING The data centre environment • Working in live data centres is challenging • In working in a data centre environment there are always risks which need to be mitigated • Outside the paradigms of TIA942, Uptime, LEED or any of the other rating systems for data centres, risk mitigation and management can be the difference between a successful project or a failed project
  5. 5. THINKING Considerations “Nothing opens the purse string on a data centre project like a power outage” • Each project requires a tailored approach • Are drawings and specifications enough? • The implementation is critical • Stakeholder engagement at commencement of the project is the key, assessment of risk and time sales and business drivers • Early contractor involvement is key • Time is also a critical factor • The end game is no loss of supply
  6. 6. THINKING • Engineering specifications and drawings (a given) • Outline Implementation Integration Plan (OLIP) • Work Method Statement (WMS is king, WMS is the Dirty Dozen) This tells us ‘what’ not ‘how’ This tells us ‘how’ ... normally This tells us ‘how’, ‘when’ and ‘who’ Documents
  7. 7. OUTLINE IMPLEMENTATION PLAN – OLIP existing installation
  8. 8. OUTLINE IMPLEMENTATION PLAN – OLIP new substation
  9. 9. OUTLINE IMPLEMENTATION PLAN – OLIP final installation
  10. 10. Work method statement
  11. 11. Work method statement
  12. 12. THINKING Implementation on site • Assemble the team • Explain the concept and • Implementation methodology ‒ Concept and aim – USE THE OLIP ‒ Implementation – USE THE WMS • This is not quick – The end game is removing risks and not losing supply (money $!)
  13. 13. THINKING Critical success factors • Team culture and inclusion • Team – Should be: ‒ All project stakeholders ‒ Client, designer, contractors • Workshop/management ‒ Open ‒ Any ideas are welcome ‒ We are in it together ‒ Question, consider, agree • Control and manage the changes
  14. 14. THINKING Summary key success factors • Workshopping of the proposed upgrade process OLIP with all parties involved with the implementation is key. This includes Client, contractors, suppliers and consultants • Development of thorough ‘Work Method Statements’ (WMS) • Analysing of the WMSs to provide risk level predictions for each step. High risk numbers may require re-thinking of the process • Development of risk mitigation processes
  15. 15. THINKING Contact Peter Greaves Technical Director +61 3 9975 3346 Peter.Greaves@aurecongroup.com

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