How do you get people to do what they say they are going to do? Christine Pasquire & Paul Ebbs

Purpose of the session: To better understand why plans fail,

IF I WANT IT DOING PROPERLY I HAVE TO DO IT MYSELF! IT’S DIFFICULT TO GET THE RIGHT THINGS IN THE RIGHT PLACE AT THE RIGHT TIME CLIENTS ALWAYS CHANGE THEIR MINDS WE HAVE TO MAKE SAVINGS DESIGN IS AN ITERATIVE PROCESS PROJECTS HAVE TO RESPOND TO CHANGING CIRCUMSTANCES NO RISK IS NOT AN OPTION ADMIN GETS IN THE WAY COMPANIES LOOK AFTER THEIR OWN INTERESTS WE HAVE TO RETENDER TO MAKE SAVINGS CONSTRUCTION IS UNCERTAIN PROJECTS ARE COMPLEX I DON’T HAVE ENOUGH POWER PEOPLE MISUNDERSTAND DESIGN INFORMATION IS ALWAYS LATE OTHER THINGS COME ALONG I DON’T HAVE TIME TO DO EVERYTHING PEOPLE KEEP CHANGING

Purpose of the session: To better understand why plans fail, To introduce systematic approaches to improve reliability.

Purpose of the session: To better understand why plans fail, To introduce systematic approaches to improve reliability. What’s that got to do with what people say/do?

Purpose of the session: To better understand why plans fail, To introduce systematic approaches to improve reliability. Why should we be interested in what people say/do? Because people make & execute plans………

As many as you like, there is no wrong answer! Let’s explore why people don’t do what they say they will, when they say they will. Break into groups of 2 – 3 people Discuss and debate reasons Write answers, one per post-it As many as you like, there is no wrong answer! 5 Minutes

5 Rules to help you do what you plan on doing

5 Rules to help you do what you plan on doing Understand what your “next” customer actually wants (shared understanding) 5 Rules to help you do what you plan on doing

Who is your customer?

Who is your customer? Client and/or end user? The world and society we live in? Your “next” customer in line?

Who is your customer? Client and/or end user? The world and society we live in? Your “next” customer in line?

Who is your customer? Client and/or end user? The world and society we live in? Your “next” customer in line?

5 Rules to help you do what you plan on doing Understand what your “next” customer actually wants (shared understanding) 5 Rules to help you do what you plan on doing AND WHAT YOU REQUIRE AS THE CUSTOMER OF THE PREVIOUS TASK

Who is your supplier?

The world and society we live in? Who is your supplier? Another company? The world and society we live in? Another person?

The world and society we live in? Who is your supplier? Another company? The world and society we live in? Another person?

5 Rules to help you do what you plan on doing Understand what your “next” customer actually wants (shared understanding) Assess competency beforehand (skills) 5 Rules to help you do what you plan on doing

5 Rules to help you do what you plan on doing Understand what your “next” customer actually wants (shared understanding) Assess competency beforehand (skills) Ensure capacity is available (resources) 5 Rules to help you do what you plan on doing

5 Rules to help you do what you plan on doing Understand what your “next” customer actually wants (shared understanding) Assess competency beforehand (skills) Ensure capacity is available (resources) Refuse “last minute requests” (fire-fighting) 5 Rules to help you do what you plan on doing

5 Rules to help you do what you plan on doing Understand what your “next” customer actually wants (shared understanding) Assess competency beforehand (skills) Ensure capacity is available (resources) Refuse “last minute requests” (fire-fighting) Accept responsibility for failure (culture) 5 Rules to help you do what you plan on doing

Understand what your “next” customer actually wants (shared understanding) Assess competency beforehand (skills) Ensure capacity is available (resources) Refuse “last minute requests” (fire-fighting) Accept responsibility for failure (culture)

Say no!

Say no! Why?

Which of these are reliable? I will… I’ll try… That’s the plan… Should do… Fingers crossed… I will by Tuesday at noon... I think so... I will do that if...

Conditions of Satisfaction Cycle

”What makes that a yes or a no?” Countermeasure ”What makes that a yes or a no?”

Milestone Pull Planning Creating and maintaining reliable workflow As Needed Milestone Pull Planning Define Milestones (30,000’) - Master schedule - Establishes promise of the project - Set phase durations & overlaps - Identify project constraints Should Action Learning Phase Pull Planning Phase Schedules (10,000’) - Collaboratively built phases (3-4 months) - Focus on handoffs & Conditions of Action Learning Satisfaction of processes within phases Look-ahead Window (6 – 8 weeks) Make Work Ready (1,000’) Preparing for flow Identify constraints Commitments to remove constraints Constraint Log Can Make-Ready Planning Action Learning Commitment Planning Weekly Work Plan (100’) - Reliable promising - Only constraint free (sound) tasks - Tasks are well defined, sound, sequenced Will Action Learning Weekly & sized to match available capacity Daily Coordination (10’) - Rapid learning & adjustment to constraints - Capture Metrics Percentage of Promises Completed (PPC) Reasons for Missed Commitments (RMC) Did Daily Huddles Action Learning Learning & Action Root Cause Analysis - 5 Whys - Take action at appropriate level to prevent Learn Action Learning reoccurrence (PDCA) Creating and maintaining reliable workflow

Milestone Pull Planning Creating and maintaining reliable workflow As Needed Milestone Pull Planning Define Milestones (30,000’) - Master schedule - Establishes promise of the project - Set phase durations & overlaps - Identify project constraints Should Action Learning Phase Pull Planning Phase Schedules (10,000’) - Collaboratively built phases (3-4 months) - Focus on handoffs & Conditions of Action Learning Satisfaction of processes within phases Look-ahead Window (6 – 8 weeks) Make Work Ready (1,000’) Preparing for flow Identify constraints Commitments to remove constraints Constraint Log Can Make-Ready Planning Action Learning Commitment Planning Weekly Work Plan (100’) - Reliable promising - Only constraint free (sound) tasks - Tasks are well defined, sound, sequenced Will Action Learning Weekly & sized to match available capacity Daily Coordination (10’) - Rapid learning & adjustment to constraints - Capture Metrics Percentage of Promises Completed (PPC) Reasons for Missed Commitments (RMC) Did Daily Huddles Action Learning Learning & Action Root Cause Analysis - 5 Whys - Take action at appropriate level to prevent Learn Action Learning reoccurrence (PDCA) Creating and maintaining reliable workflow

What have you heard in this session? (your take aways)

THANK YOU!