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‘Selection, education and development of project managers’. PMI – Rome Italy Chapter 10 April 2009. Prof.Dr. Hans L.M. Bakker Department Process & Energy TU Delft Regional Operations Manager Projects Shell. 10 April 2009. Background. 1985 PhD in solid state physics (VU Amsterdam)

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selection education and development of project managers

‘Selection, education and development of project managers’

PMI – Rome Italy Chapter

10 April 2009

Prof.Dr. Hans L.M. Bakker

Department Process & Energy TU Delft

Regional Operations Manager Projects Shell

10 April 2009

background
Background

1985 PhD in solid state physics (VU Amsterdam)

1985 Research physicist Shell Research

1991 Head of international standardisation

1993 Facility manager Shell Amsterdam laboratory

1996 Maintenance manager Shell Singapore refinery

1999 Consultant Maintenance and Inspection

2000 Production unit manager Shell Pernis refinery

2002 Manager Global Project Services

  • Regional Operations Manager Projects EMEA
  • Professor Project Engineering and Management
definition of a project
Definition of a project

A project is an endeavour in which human, financial and material resources are organised in a novel way to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to achieve beneficial change defined by quantitative and qualitative objectives.

(Turner, 1999)

project life cycle

Appraise

Select

Define

Build

Operate

Project life cycle
slide9

Think before you act

Rapidly

Rapidly

Low

Low

Decreasing

Decreasing

Major

Major

Influence

Influence

Influence

Influence

Influence

Influence

FID

FID

E

E

X

X

I

I

P

P

N

N

Define

Appraise

Appraise

F

F

E

E

L

L

N

N

Select

Select

U

U

Define

D

D

E

E

I

I

N

N

T

T

Mechanical

Mechanical

C

C

U

U

Completion

Completion

E

E

Front End Development

Front End Development

R

R

E

E

Operate

Operate

Build

Build

(EPC)

(EPC)

Project

Project

Project

Project

Construction

Construction

Handover &

Handover &

Definition

Definition

Planning

Planning

Start

Start

-

-

Up

Up

project life cycle1

Stage gate

review point

Stage gate

review point

Stage gate

review point

Stage gate

review point

Project

review

Appraise

Select

Define

Build

Operate

Project life cycle

Project management

Management of projects

slide14

Basic

Maintenance

Engineering

Procurement

Construction

Past

Past

Design

Engineering

Client

Contractor / Supplier

Client

Client

company

Basic

Procurement

Engineering

Construction

Maintenance

Design

Basic

Future

Future

Engineering

Procurement

Construction

Maintenance

Design

Client / Contractor / Eng.Cy / Supplier

Developments in the process industry

Present

Present

Client / Eng.Cy

Contractor / Eng.Cy / Supplier

Contractor / Client

striking a balance
Striking a balance

Planning and Delivering

Cost and Time

Technology and People

Entrepreneur and Liquidator

Structure and Agility

Customer and Team

selection
Selection
  • PM: now a career
  • Graduates
  • Discipline engineers
  • Experienced hires
  • Exposure in all phases
  • Broadening assignments
mep education
MEP Education

Cover the most important aspects of project engineering and management in order to prepare university graduates to meet the challenges of the process industry

project academy mission
Project Academy Mission

To provide a world- class, accredited, competence programme to develop project professionals capable of delivering sustained, top quintile performance in company’s capital investment programme.

business case for a competence development programme
Business Case for a Competence Development programme
  • Project delivery directly impacts production, reserves, value and reputation
  • Recognition of Project Management as a core skill
  • Talent shortage through demography, industry boom, contractor markets
project engineering competence ladder
Project Engineering Competence Ladder

Project Director

> 1 billion $

level 4

Project Manager

< 1 billion $

SG 3 to 1

level 3

Senior Project Engineer

< 0.5 billion $

level 2

Project Engineer

Broadening

> 10 million $

level 1

Deepening

pm competence development principles
PM Competence Development principles

Objective:

  • to develop staff
  • to ensure consistency of approach
  • to create a continuous learning culture

Competence growth is predominantly achieved by working

‘on-the-job’

Competence growth is staff AND line responsibility

project management competences

Leadershipand Personal

HSSEand SD

ProjectManagement

Contracting &

Procurement

Project Management Competences
project competence assessment process
Project Competence Assessment Process

Step 1:

What Competence Level?

Step 2:

What are the competence gaps? (assess against requirements – Job Competence Profiles)

Step 3:

What development actions shall be taken?

slide28

CER

CER

CER

CER

Assessment & Accreditation process

Competence

Level 1

Competence

Level 2

Competence

Level 3

Competence

Level 4

New entries

Annual

Performance

Cycle

Assurance by discipline head

Internal Assessment

Project Engineer

Internal Assessment

Senior Project Engineer

Internal Assessment

Project Manager

Internal Assessment

Project Director

Accreditation

Accreditation

Accreditation

on hold

IPMA D or PMI – PMP

IPMA C

integrated competence development scheme
Integrated Competence Development Scheme
  • Create exposure:
  • in current role
  • next job options

Delivering a Course portfolio focussing on Project Delivery competences

Effective community net-

work with a performing & sharing culture

Assurance and reputation

Mentoring: helping people develop their careers. Coaching: helping people to perform better in their jobs

Critical Success Factor: Integration

- within pentagon chapters

- with business organisations/Line

slide31

Learning Portfolio - 2009

Toolbox

Level 1

Level 2

Level 3

Level 4

Essentials of Project Management

Foundation

ORP e-module

Contributing to Shell Projects

Front End Development I

ORP Week

Project Execution and Start-up I

Core

Front End Development II

Project Execution and Start-up II

Mastering Complex Projects*

Applying Project Controls

Managing Project Controls

CAPCO$T Introductory

HSSE in Projects

CAPCO$T Intermediate

Focus

Working with External Stakeholders

EP Conceptual Estimating

Effective Project Contracting

Managing Project Risk

Cost Engineering

Project Management in the Front-End*

Working in Project Teams

Project Leaders in Role

Blanchard

Leadership & People

Managing Project Teams

TMS

Leveraging Influencing Skills

management of change

1.

1.

Create a sense of urgency

2.

2.

Put together a guiding team

Create visions and strategy

3.

3.

4.

4.

Communicate for buy in

5.

5.

Empower people

6.

6.

Produce short-

term wins

7.

7.

Build momentum

8.

8.

Nurture a new culture

Management of Change
building relationships
Building relationships

“ We all have to go in the same direction, haven’t we? “

slide40

Basic

Maintenance

Engineering

Procurement

Construction

Past

Past

Design

Engineering

Client

Contractor / Supplier

Client

Client

company

Basic

Procurement

Engineering

Construction

Maintenance

Present

Present

Design

Client / Eng.Cy

Contractor / Eng.Cy / Supplier

Contractor / Client

Basic

Future

Future

Engineering

Procurement

Construction

Maintenance

Design

Client / Contractor / Eng.Cy / Supplier

Developments in process industry

project management
Project Management:

……… at best an emerging profession

main themes
Main themes
  • Complexity of projects - Predictability
  • Managerial learning
  • Integration throughout the chain
  • Modular design and construction
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