1. Professional Performance in Engineering Russell Scott Member PPIR Project Steering Committee Deputy President, IChemE Director, Uhde Shedden Australia

2. Key Targets Create high-performing teams Achieve excellent project outcomes Achieve high customer satisfaction Drive accountability for performance to the individual level Who is Uhde Shedden? Uhde Shedden Multidiscipline Engineering Contractor Serving the process industries From concept development to project delivery Employing ~ 300 staff in Melbourne and Brisbane Part of a major global contracting company

3. Why Does the Industry Need PPIR? “Everyone did his job perfectly but the project was a failure” “It doesn’t make sense but that lawyers made us do it that way” “We knew it was going to be a disaster from the start” “It’s not my fault we’re running late; you’ll just have to wait” “Don’t blame me, the client told me to make the change”

4. The eight elements of The PPIR Performance Protocol Performance : “How does the professional engineer approach, arrange and undertake a new task to ensure delivery of the final agreed outcome”

5. Plain language summary as used within Uhde Shedden

6. Design Basis not clear from the start Tight Budget influenced by client’s need to get project sanction Communication Client dealing directly with Contractors; Project Manager not informed Contract Variation claims poorly managed Scope Changes through project; not fully assessed Impact on Schedule of scope changes not fully considered Project Handover Poor handover of scope and contractual basis from Sales to Project Manager Summary of typical issues in complex project delivery

7. Contract Variation claims poorly managed Scope Changes through project; not fully assessed Impact on Schedule of scope changes not fully considered Contractual Framework Risk Assessment and Management Engineering Task Management Design Basis not clear from the start Tight Budget influenced by client’s need to get project sanction Project Handover Poor handover of scope and contractual basis from Sales to Project Manager Relevant Parties and Other Stakeholders Communication Client dealing directly with Contractors; Project Manager not informed The Engineering Task How the PPIR Protocol addresses issues in project delivery

8. Adoption of PPIR – Success Factors Identification of benefits to the Company and its employees Commitment of senior management Regular communication to the total organisation Integration into company procedures Training for supervisors and other staff Launch – with visible management support Embedding into Company behaviour

9. Senior Management Briefing Key Stakeholder Briefing Introduction of PPIR to the Company Supervisor Training Session Company Intranet Publicity How Uhde Shedden Introduced PPIR within its organisation

10. Incorporating PPIR in the Business Processes

11. Embedding Professional Performance in the Company Position Description / Performance Assessment Incorporation into Procedures Training