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

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

3. 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

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

5. 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?

6. 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………

7. 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

8. 5 Rules to help you do what you plan on doing

9. 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

10. Who is your customer?

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

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

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

14. 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

15. Who is your supplier?

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

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

18. 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

19. 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

20. 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

21. 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

22. 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)

23. Say no!

24. Say no!
Why?

25. 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...

26. Conditions of Satisfaction Cycle

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

28. 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

29. 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

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

31. THANK YOU!