Small bit of bigger presentation How could PMing have saved this relationship Or, prevented Titanic Disaster Many factors Goals, impact of changing goals Lessons learned, Study, Act

Understand goals of White Star 3 ships, largest, finest, most luxurious Design commissioned Safety features in design changed to fit goal of finest, most luxurios Everyone on same page with goals

Olympic launched Very popular, lots of media Titanic construction continued, as neared completions fear of popularity

Public bored with luxury, low media coverage White Star Line anticipating this changed goal at last minute- Not Luxury, Speed- one of the fastest No changes in design

Only change was in coarse Struck and stopped– no damage Ordered to move by chairman to keep speed goal Damage done when moving

Lessons learned, back to Olympic Went well, then collided with tug boat- dismissed Then collided with another ship Full investigation- large ships behave differently- cause undertow Results not passed on to officers of Titanic- not taken into consideration with route Titanic likely sucked iceberg into itself- other ships traveled field fine

We have looked at the Titanic Disaster How understand impact of changing goals important Carry forward lessons learned, the study part, and act on them

Only change was in coarse Struck and stopped– no damage Ordered to move by chairman to keep speed goal Damage done when moving

Ojective: Understand how comprehensive project management failed the Titanic Here is what I am going to tell you: What makes good PMing Why did Titanic Sink Scope changed Costumer expectations not controlled (Marconi) Operations (SW/WS) not defined Leadership not well defined (Cpt vs. Chairman) No lessons learned from Olympic No adjustments to production schedule when needed (stop the line) Training cut short and bare minimum done Did not understand or provide for correct equipment The process flow of PMing The timeline of the titanic build

Here is what I am going to tell you: A lot of things contributed to the sinking of the Titanic, I am going to focus on a few of the factors that good project management and PDSA could have helped with. SBAR PDSA P: The White Star Line commissioned 3 ships, to be the most luxurious, and the largest ever. The Olympia, the Titanic, and the Britannic. Designs were drawn up that incorporated every known safety feature but White Star Line changed design to fit the theme of “most luxurious,” mainly in reducing life boats to improve line of site and reducing height of bulk heads to allow a grand dining hall. The company did want only the best materials used in construction, the best steel etc. D: The Olympic was constructed and launched. S: Months of sea trials were conducted. All seemed well. A: The Olympic’s maiden voyage to great fanfare as the most luxurious and largest ship. Construction efforts shifted to the Titanic--- P: Construction progressed as with the Olympic. The Olympic suffered substantial damage from 2 collisions, one with a tug boat, and one with another ship. Work on the Titanic was halted, materials and workers were diverted to the Olympic. To make up for lost lead time in getting high quality steel, lower quality goods were used on the Titanic. D: Construction was delayed, but the maiden voyage date did not change. As the date neared the White Star Line became concerned that since the Olympic launch the public was no longer interested in the most luxurious and changed, promoting the Titanic as the fastest. To improve on speed a new route was mapped, requiring the Titanic to travel much farther north than originally planned. S: The maiden voyage date arrives, passengers load, and sea trials are inspections for certification are conducted while leaving the harbor. Disaster: The Marconi Wireless Telegraph was such a novelty that requests from passengers inundated the radio operator, he was distracted and didn’t hear the iceberg warnings. The crew had little time to trouble shoot their roles, equipment, like binoculars were missing for the sailors on watch. The Titanic struck the iceberg, beaching, or grounding on top of a submersed portion. Little damage was done. The Chairman of White Star Line, not the Captain, made the decision to proceed to keep on time. Lessons that could have been learned from the Olympic collisions were ignored. The movement of a large ship causes a strong undertow, in this case, pulling the iceberg closer to the Titanic and ripping open the hull. The crew, with only the bare minimum training, were not familiar with the life raft launching system. Launching was delayed and prone to errors, including life boats being tipped upside down. What makes good PMing Why did Titanic Sink Scope changed Costumer expectations not controlled (Marconi) Operations (SW/WS) not defined Leadership not well defined (Cpt vs. Chairman) No lessons learned from Olympic No adjustments to production schedule when needed (stop the line) Training cut short and bare minimum done Did not understand or provide for correct equipment The process flow of PMing The timeline of the titanic build

Look at PMing and how good PMing could have saved the Titanic. Many contributing factors, focus on 2– impact of goals and objectives changing, and benefits of utilizing lessons learned White Star Line was looking for 3 identical ships to be most luxurious and biggest. Design changes made to improve luxury, including reducing bulkheads, reducing lifeboats Great fanfare to Olympic launch, things went well. Construction continued on the Titanic. Nearing completion, concern for media coverage, popularity had decreased Change focus at last minute from luxury to fastest. Route changed, ship put at greater risk then planned by sailing farther north, with more icebergs. When it collided with the iceberg, it came to a complete stop and was inspected. Everything was intact. The Chairman of White Star Line decided to proceed to so as not to loose time. As ship proceeded the iceberg moved closer and cut through the Hull. This is where we move to lessons learned. While the Titanic was being constructed the Olympic had two collisions. Tug boat– root cause not investigated and blame immediately placed on the tug boat captain. When collided with other ship a full investigation was performed. Found that the size of the Olympic caused previously unknown reactions, one is that it creates an undertow that sucks other objects closer to it. The results of this investigation where not passed on to the officers of the Titanic. While other ships may have faired better at navigating through icebergs, the Titanic likely sucked the iceberg into itself. Scope and Lessons learned Scope, Lessons Learned People side of change– Processes and training Scope changed from luxury to speed Resulting in change to design, and change in route Lessons Learned– Ignored from the Olympic and the undertow the ship caused Ignored by not conducting complete sea trials People side Minimal training, 1 hour, one life boat launched- crew not clear on Standard Work of launching life boats Marconi operator had no SW, not clear on priorities and how to manage influx of passenger requests. Didn’t understand importance of incoming warnings. Look out stations had no binoculars Decision making deferred to Chairman rather than Captain