Professional Performance in Engineering

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

2. 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 Key Targets Create high-performing teams Achieve excellent project outcomes Achieve high customer satisfaction Drive accountability for performance to the individual level

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

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

5. Plain language summary as used within Uhde Shedden

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

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

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

10. Incorporating PPIR in the Business Processes

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