1. Creating a Trained AWP Workforce
Karan -- Welcome to the presentation on Creating a Trained AWP Workforce. Presented by
Featuring Dow Chemical Company and KBR

2. Speaker Introductions
Karan Cleland E.S. Construction Manager, Dow Chemical Company
Bryan Parsons Director – Business Development, Construction; KBR
Karan -- Please take note that the words Training manager does not exist in our titles.
Bryan and I brainstorms on what each of our companies have gone through in both the past and present.
Karan’s perspective is from an Owner mine is from an EPC
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3. Creating a Trained AWP Workforce Guidelines
Karan -- When I saw the subject, my first comment was ‘ this needs to be a guideline since each companies’ training program will be a little different. It’s like pairing a fine wine with your entrée….. Every company will have a different entrée to start with.
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4. Getting Started Can Be Overwhelming:
Change creates Questions
How will this affect engineering's standard work practices? A whole new re-write?
Software & Hardware: should I use new, or will my existing work, or will I use a combination of both?
Do I have to hire a completely separate organization?
Where do I start? ?
Bryan’s
Getting familiar with the AWP process its self can be overwhelming to begin with much less what its going to take train everyone on the process, hopefully we can share a few tips from our experiences that will help you out.
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5. Sponsorships From Owners & EPC
Team Makeup
AWP Champion
Sponsor
Organization-Level Representative
Core Team
• Project Manager
• Project Eng.
•IT Manager
•Construction Managers
• PC
• Materials and Purchasing
Discipline Leaders
• Purchasing
• Instrumentation
• Project Controls
• Electrical
• Scheduler
• Safety
• Civil
• Tool SME
• Structural
• Etc.
• Piping
• Mech
• PCE
Karan
Sponsor - someone in the proper location in your organization to make things happen. Can that person removes roadblocks.
AWP Champion(s) with Support Team Members: Adopters !!
Don’t forget your IT Leaders
Discipline Leaders - SME – Those that can help clarify their processes and give input on helping to reach Your Path of Construction.
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6. What Should Your Education / Training Program Cover?
Breathe – don’t panic!
Compare what crosses over and what is new
Work with Discipline Team Leads to identify changes
Determine rollout/delivery method
Software and Tools?
Consider technical and process Consultants to help!
Bryan-
Crosses over meaning, in some cases the name of one of your practices may called something different in AWP in some other cases it may be an entirely new process.
Crossover - Design area wouldn’t change may be named something differently
New – Procurement Work Packages concept may be completely new
Sit down with each department walk through step by step and identify what is different than the way they currently operate
There are some very good AWP specific tools on the market, you will need to determine what fits your situation
You may want to consider using a consultant, they have been through the process many times and can reduce the length of learning curve
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7. Establish Training Strategy:
Questions to ask Yourselves:
Are you going to use:
"Train the Trainer" method, OR…
Have third party perform all training, OR…
Have a mixture of both?
Will it be by Class room, electronic (data base) or virtual classes.?
On The Job Training – Software / Tools
Will you need Super Users / Subject Matter Experts for long term? If so, what type of profile would this person have?
This is when you Should get a Training Manager involved.!
Karan,
OK, now you have an ideal on what changes/modifications within your processes will be required.
Time to Establish a Training Strategy.
Training Manager – will help you answer these questions.
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8. Who Needs What Type of Knowlegde: High-level concepts and detailed specifics
Educate / Inform
Upper management
On Concepts
The Benefits
Schedule of Implementation
Cost of Initial Change
Specific Training
Hands on Players
Requires Training on:
What will they be doing different
Tools/Software
Any Additional Roles responsibilities
Karan
Hands On Training – Engr group, Procurement, Project Controls, & Construction Team.
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9. Who Needs to Know What? Establish Your Matrix Bryan
Build yourself a matrix to organize your thoughts
This one is a matrix that basically lays out who on the project or organization needs what type of training – again everybody does not need the same level of information to be effective in their role
This on helps you understand all of the activities that need to be performed and who needs to be involve with the activity
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10. Stakeholders Business Leaders Project Managers
Technical Engineering Services Group (covers all within our EPCm)
EPC
Vendors/Suppliers of both Materials and Labor Services
Owner (project team)
Project Manager
Engineering
Procurement
CONSTRUCTION
Owners Operations
Bryan
Its probably easier to list who is not a stakeholder rather than who is. Essentially everyone on the project has a function that plays a part in the process.
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11. Identify Training Strategy
Immediate Needs
Short-Term Training
Long-Term Training
Karan
This will look a little different for each Company depending on where you are now in the AWP & WFP processes.
The example here is coming from my own experiences.
Our team has identified the following 3 strategies.
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12. Immediate Needs
Rollout Communications to Owners, EPCs, Suppliers and Labor Constructors on Your AWP & WFP Expectations:
AWP & WFP Maturity Questionnaires.
Dow AWP Roadshow with Gulf Coast Labor Contractors
Introduction To AWP & WFP
Set expectations:
Demo Software
Karan
Here we are talking more on Needs of communications than Training needs..
Communication to Owner, EPC, Contractors and Suppliers to get them on board and give them an opportunity to start their AWP / WFP program if they haven’t already.
Start off by determining all parties level of Maturity by sending AWP & WFP questionnaires. COAA website has good examples. Based on the answers you received you then can determine how to socialize Your AWP & WFP Expectations to others.
For Examples: Dow’s questions and roadshow developed off of the answers we received.
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13. Agenda Time Presenter 8:00 AM
Agenda
Time
Presenter
8:00 AM
Welcome - Introduction to Dow AWP & WFP Team
0:15:00
Karan Cleland
8:15 AM
Safety Moment
0:05:00
Sam G.
8:20 AM
Dow's Road to AWP Implementation
0:40:00
Karan & Brian
9:00 AM
Break Time
All
9:15 AM
Demonstration of CSim
0:30:00
Kenny Kelly
9:45 AM
Dow's Expectations from Contractors
0:20:00
Karan
10:05 AM
Guest presentation – Goeff, Zack & John
Guest
10:35 AM
10:40 AM
Questions for Panel
11:00 AM
Wrap Up.
11:05 AM
Adjourn
Karan
Here is an example of the Agenda we used.
Defined all the acronyms AWP, CWA, CWP, EWP, WFP, IWP, ETC… (have cheat card in hand from ConstrucX
Show visual of CWA’s, CWP, IWP
How we determined which software to use..
Discussed the new AWP language within the Job Packages
New layout of the schedule template structured to the CWA’s
Expectations from them on providing WFP along with creating IWPs
Showed a list of benefits that they will received from utilizing AWP & WFP
DOW RESTRICTED

14. Immediate Project Team Training
Team Members associated with Projects of early AWP implementation.
Introduction to AWP / Best Practice Overview
Karan
Here we will be talking about the immediate PROJECT TEAM Training.
Everyone received a quick Introduction to AWP Best practices.
Then we broke it down to discipline specific
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15. Immediate Project Team Training
Engineering:
New naming conventions to align with CWA and CWP layouts
The importance of data integration requirements - Formats
New standardized templates – for consistence configurations.
Updated contract language to Vendors to include AWP requirements.
Karan
Some specific examples:
Standardized templates – line lists, equipment schedules, instruments schedules etc.
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16. Immediate Project Team Training
Procurement Team Training:
Create standardization requisitions templates aligned with new AWP practices
Break large volume of materials with same on-site delivery date into several line items with different delivery dates to align with CWA / CWP sequencing.
Set expectations with your suppliers on status update requirements needs
Karan
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17. Immediate Project Team Training
Construction Management Team:
Lead in establishing CWAs and CWPs
Early Constructability meetings
Roles and responsibilities of a WorkFace Planner
Trained in using new software and hardware
Karan
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18. Immediate Project Team Training
New Software and/or Tools Training
Project Manager/Owner
Construction Management
Constructors’ Field Personnel
Karan
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19. Short Term Plans - Communications across the organization
AWP & WFP Socialization
Why Change is Necessary
What is the Gain
What’s new for “Me”
Is this More Work?
Bryan
Karan talked about the immediate needs which will likely be projects that have started or are about to start, next step is to focus on the rest of your organization. You want to introduce the process and differences and through more of a conversational type of setting. Make sure you share why its the right thing to dos for the organization. These conversations may be best to break down by discipline or department.
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20. Long-Term Plans Become the Culture - Merge into your Companies:
Existing Processes and Procedures
Existing Training Program
Continuous improvement metrics.
Repetitive Type Training:
WFP Program – Craft Function
Software & Tools Upgrades
New Software & Tools Training Programs.
Bryan
The ultimate goal is for AWP to become a culture and just the way you operate.
Overtime all of your systems and programs and tools and procedures will be built around the AWP principles
Once it’s adopted as a culture, the level of training will have substantially diminished.
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21. Sustainability of New Implementations
Bryan
Jumping back to rollout or implementation,
As we spoke about identifying the differences in adopting all of the AWP principles, that means there will be change.
I'm sure everyone in here has ben through a change in how you perform business, we should prepare and expect that the typical acceptance to a change.
The obvious point is that you want to reduce the duration it takes to reach the end of this curve, that all depends on how clearly you identify the changes that need to happen and how aggressive you are in implementing the training.
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22. Bryan
There is a process that a lot of people have to go through, again you obviously want to make the duration to the growth stage as short as possible.
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23. Common Responses and Barriers
“I’ve run projects my entire career and haven’t needed that”
“That’s the work packing thing, I’ve done that”
“That’s how I do projects already” But is this done consistently? Is this process documented?
“Just because I don’t have a plug or one bolt is not going to stop me from hanging my pipe.” But will cause double-handling which increases safety issues.
“That sounds like a lot of extra work”
“That’s going to cost a lot more”
Bryan
Just as we saw in the reactions to change curve, you will experience a wide variety of reasons why it should not be done.
Has anyone in hear ever heard any of these excuses?
Has anyone ever used one of these excuses?
In my experience these types of comments need to be addressed they are obvious red flags that person needs more training, address them in the training before they run wild.
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24. Sustainability How do you know if your training is effective?
Continuous Feedback
Audit Tools
Measurement Metrics
Improvement Reviews
Lessons Learned.
Karan
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25. Lessons Learned Start early in getting a training strategy. K
Get the socialization out early to the team to help reduce 'false rumors' B
Make sure your AWP implementation Team is all on same page and hear the same updates. K
The 'For further Information, Please contact……" is established. This way, questions can be collected, answered and documented for future references. A company webpage link would be good for this. Internals Webpage one place to access information. B
Without a specific project procedure, then one will not be followed. K
Have top management support but it must be expressed by him - company memo, or video. B
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26. Questions?
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